HomeMy WebLinkAbout2015-01-26-Meeting Mintues
Public Service Committee Meeting Commission Chamber - 1/26/2015
ATTENDANCE:
Present: Hons. Davis, Chairman; D. Williams, Vice Chairman; Fennoy
and M. Williams, members.
Absent: Hon. Hardie Davis, Mayor.
PUBLIC SERVICES
1. An Ordinance to amend the Augusta, GA Code Title One Chapter Three
Article One Section 1-3-6 and 1-3-7 relating to the powers of
the Augusta Aviation Board and the powers, duties and title of Airport
Manager; to repeal all Code Sections and Ordinances and parts of Code
Sections and Ordinances in conflict herewith; to provide an effective date and
for other purposes.
Item
Action:
Rescheduled
Motions
Motion
Type Motion Text Made By Seconded By Motion
Result
Defer
Motion to refer this
item back to the
Administrator for
coordination with all
parties involved for
further discussion and
review.
Motion Passes 4-0.
Commissioner
Dennis
Williams
Commissioner
Marion
Williams
Passes
2. An Ordinance to amend the Personnel Policies and Procedures Manual of
Augusta, GA Code Section 1-7-51; to approve edits to the following
sections of Chapters III, V and VIII of the Personnel Policies and Procedures
Manual relating to Augusta Regional Airport Personnel: 300.001, 300.002,
300.011, 300.012, 300.013, 300.014, 500.001, 500.316, 800.001, 800.004,
800.010, 800.011, 800.013 and 800.014. to repeal all Manual provisions,
Code Sections and Ordinances and parts of Code Sections and Ordinances in
conflict herewith; to provide an effective date and for other purposes.
Item
Action:
Rescheduled
Motions
Motion
Type Motion Text Made By Seconded By Motion
Result
Approve
Motion to refer this
item back to the
Administrator for
coordination with all
parties involved for
further discussion and
review.
Motion Passes 4-0.
Commissioner
Dennis
Williams
Commissioner
Marion
Williams
Passes
3. Motion to approve the proposal submitted by Modern Business Systems, Inc. for
providing and installing Furniture, Fixtures & Equipment in the amount of
$340,098.63.
Item
Action:
Approved
Motions
Motion
Type Motion Text Made By Seconded By Motion
Result
Approve
Motion to
approve.
Motion Passes
4-0.
Commissioner
William Fennoy
Commissioner
Dennis Williams Passes
4. Approve contract in the amount of $26,720 to Modern Roofing to install a new
membrane roof, and the related work outlined in RFB 14-239, over the existing
at the Augusta Public Defender’s Office.
Item
Action:
Approved
Motions
Motion
Type Motion Text Made By Seconded By Motion
Result
Approve
Motion to
approve.
Motion Passes
4-0.
Commissioner
Dennis Williams
Commissioner
William Fennoy Passes
5. Motion to approve the minutes of the Public Services Committee held on
January 12, 2015.
Item
Action:
Approved
Motions
Motion
Type Motion Text Made By Seconded By Motion
Result
Approve
Motion to
approve.
Motion Passes
4-0.
Commissioner
Marion Williams
Commissioner
Dennis Williams Passes
6. Motion to approve RFQ 14-172, engineering and master plan services for
Recreation, Parks and Facilities to Cranston Engineering Group for
$274,102.00.
Item
Action:
Disapproved
Motions
Motion
Type Motion Text Made By Seconded By Motion
Result
Approve
Motion to approve.
Ms. Davis and Mr.
D. Williams vote
No.
Motion Ties 2-2.
Commissioner
Marion Williams
Commissioner
Dennis Williams Ties
7. Update from Deputy Administrator Steve Cassell on the timeline regarding the
relocation of the Clerk of Commission Office. (Requested by Commissioner
Marion Williams)
Item
Action:
Approved
Motions
Motion
Type Motion Text Made By Seconded By Motion
Result
Approve
Motion to approve
receiving this item as
information.
Motion Passes 4-0.
Commissioner
Dennis Williams
Commissioner
William Fennoy Passes
8. Discussion: A request by Laura Salman for a Therapeutic Massage Operators
license to be used in connection with Strictly Massage located at 240 Camilla
Avenue. District 7. Super District 10.
Item
Action:
Approved
Motions
Motion
Type Motion Text Made By Seconded By Motion
Result
Approve Motion to
approve. Commissioner Commissioner
Passes
www.augustaga.gov
Motion Passes
4-0.
Marion Williams Dennis Williams
Public Service Committee Meeting
1/26/2015 1:00 PM
Attendance 1/26/15
Department:
Caption:
Background:
Analysis:
Financial Impact:
Alternatives:
Recommendation:
Funds are Available
in the Following
Accounts:
REVIEWED AND APPROVED BY:
ORDINANCE NO. __________________
AN ORDINANCE TO AMEND THE AUGUSTA, GA CODE TITLE ONE CHAPTER
THREE ARTICLE ONE SECTION 1-3-6 AND 1-3-7 RELATING TO THE POWERS OF
THE AUGUSTA AVIATION BOARD AND THE POWERS, DUTIES AND TITLE OF
AIRPORT MANAGER; TO REPEAL ALL CODE SECTIONS AND ORDINANCES
AND PARTS OF CODE SECTIONS AND ORDINANCES IN CONFLICT HEREWITH;
TO PROVIDE AN EFFECTIVE DATE AND FOR OTHER PURPOSES.
WHEREAS, Sections 1-3-6 and 1-3-7 of the AUGUSTA, GA CODE currently use the term
“airport manager” to describe the person employed by the Augusta Aviation Commission to have
the immediate supervision and control of the Augusta Regional Airport; and
WHEREAS, the term “Airport Executive Director” is a more descriptive term for this
position and is consistent with definition (m) of section 1-3-8.2 of the AUGUSTA, GA CODE; and
WHEREAS, Section 1-3-7 of the AUGUSTA, GA CODE currently provides that the Airport
manager shall have immediate supervision and control of the airport which he or she is employed
to manage; and
WHEREAS, it is the desire of the Commission to amend AUGUSTA, GA CODE Section 1-
3-6 to use the term “Airport Executive Director” rather than “airport manager” and:
WHEREAS, it is the desire of the Commission to amend AUGUSTA, GA CODE Section 1-
3-7 to clarify the authority and control of the Augusta Aviation Commission and Airport
Executive Director and to confer hiring and firing authority on the Airport Executive Director in
accordance with the Augusta, Georgia Personnel Policies and Procedures Manual.
THE AUGUSTA, GEORGIA COMMISSION hereby ordains as follows:
SECTION 1. Augusta, GA Code Section 1-3-6 as forth in the Augusta, GA Code, re-adopted
July 10, 2007, is hereby amended by striking this section in its entirety as set forth in “Exhibit A”
hereto. A new Code Section 1-3-6 is hereby inserted to replace the repealed Code Section as set
forth in “Exhibit B” hereto.
SECTION 2. Augusta, GA Code Section 1-3-7 as forth in the Augusta, GA Code, re-adopted
July 10, 2007, is hereby amended by striking this section in its entirety as set forth in “Exhibit C”
hereto. A new Code Section 1-3-7 is hereby inserted to replace the repealed Code Section as set
forth in “Exhibit D” hereto.
SECTION 2. This ordinance shall become effective upon approval.
SECTION 3. All ordinances, parts of ordinances, policies, and procedures in conflict herewith
are hereby repealed.
Adopted this ____ day of _______________, 2015.
______________________________
Hardie Davis
As its Mayor
Attest:
________________________________
Lena J. Bonner, Clerk of Commission
1st Reading:______________________
2nd Reading:______________________
Exhibit A
STRIKE:
Sec. 1-3-6. Same-Employment of Airport Manager.
The Augusta Aviation Commission shall employ an airport manager for the aviation fields operated by
the Commission.
Exhibit B
REPLACE WITH:
Sec. 1-3-6. Employment of Airport Executive Director.
The Augusta Aviation Commission shall employ an Airport Executive Director to operate the Augusta
Regional Airport and all of its aviation fields.
Exhibit C
STRIKE:
Sec. 1-3-7. Same—Same—Powers, duties, salary, etc., of airport managers.
Every airport manager appointed pursuant to the preceding section shall be paid a salary to be
fixed by the Augusta Aviation Commission and shall have immediate supervision and control of
the airport which he is employed to manage and it shall be his duty to enforce all rules and
regulations prescribed by the Augusta Aviation Commission, and such manager shall report to
such commission any violation thereof. He shall be charged with the duty of maintaining such
airport and buildings thereon in good condition. The employment of such manager shall be
purely on a temporary basis, subject to the will of the commission, and no airport manager shall
be considered a permanent employee of Augusta-Richmond County. He shall be deemed to have
accepted employment under these conditions.
Exhibit D
REPLACE WITH:
Sec. 1-3-7. Powers, duties, salary, etc., of Augusta Aviation Commission and Airport Executive
Director.
Every Airport Executive Director appointed pursuant to the preceding section shall be paid a salary to be
fixed by the Augusta Aviation Commission and shall have immediate supervision and control of the
airport which he or she is employed to manage and it shall be his or her duty to enforce all rules and
regulations prescribed by the Augusta Aviation Commission, and such Airport Executive Director shall
report to such the Aviation Commission any violation thereof. He or she shall be charged with the duty of
maintaining such airport and buildings thereon in good condition and shall have hiring and firing power
over Airport employees as provided in the Augusta, Georgia Personnel Policies and Procedure Manual.
The employment of the Executive Airport Director shall be purely on a temporary basis, subject to the
will of the Augusta Aviation Commission, and no Executive Airport Director shall be considered a
permanent employee of Augusta, Georgia. He or she shall be deemed to have accepted employment under
these conditions.
Sec. 1-3-6. Employment of Airport Executive Director.
The Augusta Aviation Commission shall employ an aAirport Executive Directormanager to operate the
Augusta Regional Airport and all of its aviation fields.
Sec. 1-3-7. Powers, duties, salary, etc., of airport managers Augusta Aviation Commission and
Airport Executive Director.
Every Airport Executive Director airport manager appointed pursuant to the preceding section shall be
paid a salary to be fixed by the Augusta Aviation Commission and shall have immediate supervision and
control of the airport which he or she is employed to manage and it shall be his or her duty to enforce all
rules and regulations prescribed by the Augusta Aviation Commission, and such Airport Executive
Director manager shall report to such the Aviation cCommission any violation thereof. He or she shall be
charged with the duty of maintaining such airport and buildings thereon in good condition and shall have
hiring and firing power over Airport employees as provided in the Augusta, Georgia Personnel Policies
and Procedure Manual. The employment of such manager the Executive Airport Director shall be purely
on a temporary basis, subject to the will of the Augusta Aviation cCommission, and no Executive Airport
Director airport manager shall be considered a permanent employee of Augusta, Georgia-Richmond
County. He or she shall be deemed to have accepted employment under these conditions.
Public Service Committee Meeting
1/26/2015 1:00 PM
AN ORDINANCE TO AMEND CODE SECTION 1-3-6 AND 1-3-7 RELATING TO THE POWERS,
DUTIES AND TITLE OF AIRPORT MANAGER
Department:Bush Field Airport
Caption:An Ordinance to amend the Augusta, GA Code Title One Chapter
Three Article One Section 1-3-6 and 1-3-7 relating to the powers
of the Augusta Aviation Board and the powers, duties and title
of Airport Manager; to repeal all Code Sections and Ordinances
and parts of Code Sections and Ordinances in conflict herewith; to
provide an effective date and for other purposes.
Background:On December 16, 2014 the Commission approved a motion to
authorize the Bush Field Airport Director to have hiring and firing
authority with respect to Airport employees. To effectuate this
change, Augusta, Georgia Code Sections 1-3-6 and 1-3-7 need to
be amended as well as certain sections of the Personnel Policies
and Procedures Manual.
Analysis:See Attached.
Financial Impact:N/A.
Alternatives:Decline to amend the Code at this time.
Recommendation:Approve.
Funds are Available
in the Following
Accounts:
N/A.
REVIEWED AND APPROVED BY:
Finance.
Law.
Administrator.
Clerk of Commission
1
Version 1-26-2015
ORDINANCE NO. ___________
AN ORDINANCE TO AMEND THE PERSONNEL POLICIES AND PROCEDURES
MANUAL OF AUGUSTA, GA CODE SECTION 1-7-51; TO APPROVE EDITS TO THE
FOLLOWING SECTIONS OF CHAPTERS III, V AND VIII OF THE PERSONNEL
POLICIES AND PROCEDURES MANUAL RELATING TO AUGUSTA REGIONAL
AIRPORT PERSONNEL: 300.001, 300.002, 300.011, 300.012, 300.013, 300.014, 500.001,
500.316, 800.001, 800.004, 800.010, 800.011, 800.013 AND 800.014. TO REPEAL ALL
MANUAL PROVISIONS, CODE SECTIONS AND ORDINANCES AND PARTS OF
CODE SECTIONS AND ORDINANCES IN CONFLICT HEREWITH; TO PROVIDE AN
EFFECTIVE DATE AND FOR OTHER PURPOSES.
WHEREAS, Augusta, Georgia desires to update and amend the Code as related to Chapters III,
V, and VIII of the Personnel Policies and Procedures Manual so as to allow the Airport
Executive Director to have hiring and firing authority over Augusta Regional Airport personnel;
THE AUGUSTA, GEORGIA COMMISSION, ordains as follows:
SECTION 1. Appendix B to the Augusta, Georgia Code as incorporated in AUGUSTA, GA.
CODE Section 1-7-51, also known as the Augusta, Georgia Personnel Policy and Procedures
Manual is hereby amended by striking the following sections of the version of the Manual passed
on December 6, 2011 (via Ordinance Number 7311): Sections 300.001, 300.002, 300.011,
300.012, 300.013, 300.014, 500.001, 500.316, 800.001, 800.004, 800.010, 800.011, 800.013 and
800.014. The sections being stricken are shown on Exhibit A attached hereto. Such sections
shall be replaced with identically numbered sections as shown on Exhibit B attached hereto.
SECTION 2. This ordinance shall become effective on the first day of the first month following
adoption in accordance with AUGUSTA, GA. CODE Section 1-7-51.
SECTION 3. All ordinances or parts of ordinances in conflict herewith are hereby repealed.
Adopted this _____ day of , 2015.
___________________________
Hardie Davis
As its Mayor
Attest:
______________________________
Lena J. Bonner, Clerk of Commission
Seal:
2
Version 1-26-2015
CERTIFICATION
The undersigned Clerk of Commission, Lena J. Bonner, hereby certifies that the
foregoing Ordinance was duly adopted by the Augusta-Richmond County
Commission on_________________, 2015 and that such Ordinance has not been
modified or rescinded as of the date hereof and the undersigned further certifies
that attached hereto is a true copy of the Ordinance which was approved and
adopted in the foregoing meeting(s).
______________________________
Lena J. Bonner, Clerk of Commission
Published in the Augusta Chronicle.
Date: ______________________
First Reading: ______________________
Second Reading: ______________________
3
Version 1-26-2015
Exhibit A
STRIKE:
CHAPTER III.
GRIEVANCES, DISCIPLINE, & APPEALS
Section 300.001 Grievance and Discipline Policy Objective and Scope of Chapter
Objective: It is the practice of Augusta, Georgia to:
1. Provide fair, equitable, and timely grievance procedures for all regular employees;
2. Facilitate free discussion of employment concerns between employees and supervisors to
foster better understanding of administrative policies, procedures, and practices;
3. Promote reaching a fair and equitable decision and doing so in a climate of mutual
understanding and objective fact-finding; and to
4. Assure that those who file grievances are not retaliated against.
5. To establish a uniform, fair, and standardized means by which Augusta, Georgia may
administer a program of disciplinary procedures and guidelines.
Scope:
1. These grievance and discipline procedures apply to all regular full-time employees, with
the exception of temporary employees, some elected officials, and members of the Senior
Executive Service (SES). Additionally, contract employees and persons in Grant Funded
positions are not covered.
2. “Airport Employee” is an employee subject to the authority of the Augusta Aviation
Commission. For Airport Employees, where “Administrator” appears in this Chapter it
shall mean the Executive Director of the Augusta Regional Airport.
3. Augusta, Georgia reserves the right to depart from this grievance policy in its sole
discretion. All employees are employed at will, and both they and Augusta, Georgia may
terminate the employment relationship at any time, with or without cause, without
following any specific procedure.
4
Version 1-26-2015
Section 300.002 Grievance Policy Definitions
A “grievance” is a disagreement regarding an interpretation and/or application of administrative
rule, regulation, policy, plan or procedure which exists under the personnel administration
system of Augusta, Georgia which an employee feels is unjust or unfair.
Except as otherwise defined, a “working day” for this policy is defined as any day of business
between working hours of 8:00 a.m. and 5:00 p.m. excluding Saturday, Sunday and Augusta,
Georgia observed Holidays. A “working day” for Airport Employees is defined as any calendar
day between the hours of 8:00 a.m. and 5:00 p.m. including Saturday, Sunday and Augusta,
Georgia observed Holidays.
Section 300.011 Discipline
1. Disciplinary action may be taken against an employee when a rule of Augusta, Georgia the
Federal Aviation Administration (FAA), Transportation Security Administration (TSA) or
the Department is violated, when work performance is not satisfactory, when counter-
productive or inappropriate behavior is exhibited, or violation of lawful orders, work
rules/standards, organizational Standard Operating Procedures (SOPs), federal laws,
administrative rules, organizational policies and procedures, ordinances, and/or statutes. A
discipline program should exhibit promptness, impartiality, consistency, and fairness,
where employees know what to expect as the result of certain behaviors on the job (See
Recommended Guidelines for Disciplinary Actions- Table I).
2. Augusta, Georgia generally follows a policy of progressive discipline. The purpose of a
progressive disciplinary procedure is to give the employee adequate notice and opportunity
to correct any deficiencies, and its focus is on prevention of future violations rather than on
punishment. The disciplinary action taken is normally to be the least serious action needed
to prevent future instances of inappropriate behavior. If inappropriate behavior continues,
the employee can expect further and more serious discipline. This policy does not restrict
the imposition of a suspension, demotion, or termination in matters that are outside the
progressive discipline policy.
Augusta, Georgia reserves the right to depart from this discipline policy in its sole
discretion. All employees are employed at will, and both they and Augusta, Georgia may
terminate the employment relationship at any time, with or without cause, without
following any specific procedure.
3. Airport Employees do not have the ability to appeal their termination to the Personnel
Board. For Airport Employees, the Airport Executive Director is the final decision maker
for all disciplinary matters.
Types of Discipline:
The types of disciplinary action, in order of their severity, are:
A. Informal Discipline
5
Version 1-26-2015
1) Letter of Warning
A Letter of Warning is a type of informal disciplinary action and may be used to
admonish an employee for committing a minor violation. It is often used when
verbal counseling, admonishments, on the job training, and/or guidance has failed
to provide the necessary corrective action. The “Notice of Warning Letter” (See
Form HR-ER 1) provides documentation that the counseling occurred, outlining
the shortcomings or violations and then offering recommendations for
improvement. Informal discipline documentation is maintained at the department
level.
Informal disciplinary actions are not subject to the grievance or appeals processes.
B. Formal Discipline
1) Written Reprimand
A Written Reprimand is an admonishment given to the employee in writing, and
is always placed in the official personnel file in Human Resources. This form of
discipline is more serious than a Letter of Warning, but less serious than a
suspension. A Written Reprimand often serves as the type of discipline given for
a repeated offense of minor violations or for the first offense of a moderately
serious infraction. The “Notice of Written Reprimand” (See Form HR-ER II) will
be completed by the Department Director and forwarded to Human Resources for
inclusion in the employee’s official personnel file. If a Letter of Warning or any
other relevant disciplinary actions has been issued previously, a copy may be
attached as supporting documentation. The letter of Written Reprimand may be
used to support further disciplinary actions for a period no longer than three (3)
years from the date of receipt.
2) Performance Improvement Plans
The Performance Improvement Plan (PIP) is designed to facilitate constructive
discussion between a staff member and his or her supervisor and to clarify the
work performance to be improved. It is implemented, at the discretion of the
supervisor and Department Director, when it becomes necessary to help a staff
member improve his or her performance.
A PIP will be conducted for period of ninety (90) days and must be approved by
the Department Director. If an employee shows improvement but not enough that
the employee meets the status of “satisfactory”, the PIP may be extended for a
period of ninety (90) days within a one (1) year cycle for a total of no more than
two (2) PIP plans. If an employee does not show improvement after the initial PIP
6
Version 1-26-2015
or does not meet the status of “satisfactory” after two (2) PIPs, the Department
Director can recommend the employee for demotion or termination.
3) Suspension Without Pay
A suspension is the most severe form of discipline, short of demotion or
termination, and involves time off without pay. It is used when a written
reprimand has not corrected the inappropriate behavior or when an offense is
more serious than that warranting a reprimand. A suspension may last from one
(1) to thirty (30) days depending on the seriousness of the infraction. Any
suspension shall utilize the “Notice of Proposed Disciplinary Action” form (Form
HR-ER III) and must be approved by the Department Director, or equivalent,
prior to issuance to the employee. A copy will be processed through the HR
Director.
4) Demotion With A Pay Reduction
Performance-Based Demotion
An involuntary demotion may occur based on poor performance and is
appropriate where:
1. The employee’s inability to perform current job duties has been demonstrated
and documented in the employee’s record through one or more PIPs;
2. The employee’s record is otherwise satisfactory and no other active rule violations exist,
e.g. attendance, punctuality, etc.;
3. The employee is qualified for the lower grade or alternative position;
4. The employee has the ability, is qualified, and a vacancy exists, the employee may be
demoted to another position which may be in a lower pay grade or transferred to another
job within the employee’s functional unit; and
5. The Director of Human Resources has provided final approval for a demotion. This
requirement is not applicable to Airport Employees.
If an employee has been promoted or transferred in the last year and the employee
is not performing at a level expected in the new job, then the employee may
request to return to the previous job or a job similar to the previous job and their
salary will return to what it was prior to the promotion or transfer. The
availability of such a job may depend upon mitigating circumstances, such as
whether the job has already been filled within the same department. Augusta,
Georgia will assist the employee in finding a suitable job that corresponds to their
experience, skills, and knowledge. Should the job previously held by the
employee be filled and no other comparable position exists, the employee will be
placed on lay-off status until a comparable position may be found. However, if
within six (6) months a comparable position is not found the employee will be
placed on permanent lay-off status.
7
Version 1-26-2015
Performance-Based Demotions with pay reductions may be considered in cases
where moving the person out of their current position is more appropriate than
termination.
Conduct-Based Demotions
An involuntary demotion may also occur based on poor or unacceptable conduct.
With this type of demotion, a Performance Improvement plan is not necessary or
required.
1. Unacceptable personal conduct violations are outlined in the violations
and recommended disciplinary actions in Table I. These conduct
violations may include but are not limited to: personal conduct that
disrupts work or the work environment, jeopardizes the safety of persons
or property, or creates other serious disruptions in the workforce.
2. There are circumstances in which unacceptable or bad conduct could
warrant imposing disciplinary action that is more severe than suspension
but less severe than termination. An acceptable alternative disciplinary
action for this type of conduct can be demotion in lieu of termination.
Provided the employee is qualified, a funded vacancy exists, and the Department
Director believes that demotion would be a more appropriate disciplinary action
than termination; the employee may be involuntarily demoted to another position
which may be in a lower pay grade or transferred to another job within the
employee’s functional unit. In either case the demotion in pay and/or grade would
require a minimum ten percent (10%) reduction in base pay. For all employees,
except Airport Employees, prior to demotion, the proposed action must be
reviewed and approved by the Director of Human Resources.
5) Termination
Termination from employment is the most severe form of discipline. It is
normally used when an employee has been disciplined repeatedly and commits
yet another infraction. It may also be used when the employee has committed any
infraction that falls outside progressive discipline, regardless of disciplinary
history. For every termination (except for Airport Employees) the “Notice of
Proposed Termination” form should be filled out completely by the Department
Director and should be delivered to the HR Director for review and processing.
Except for Airport Employees, the request for termination will be
approved/disapproved by the HR Director who will issue a final “Notice of
Decision.” For Airport Employees, the Airport Executive Director will issue a
final “Notice of Decision” with respect to terminations and will deliver such form
to the HR Director for such terminations to be processed.
Section 300.012 Discipline Guidelines and Procedure
8
Version 1-26-2015
1. An employee for whom formal disciplinary action (i.e. written reprimand, PIP,
suspension, demotion, or termination) is being considered should, when possible, be
allowed notice prior to imposition of such action by the use of the “Notice of
Proposed Disciplinary Action” form. The employee will have five (5) working days
in which to respond in writing or orally to the Department Director explaining why
the action should not be taken. Failure to respond within that period will not delay
administering of the disciplinary action.
2. Suspensions (for any reason), terminations, and demotions are permanent actions and
will be retained in the official personnel file indefinitely.
3. Any disciplinary action recommending a suspension, demotion, or termination must
be in writing and must be approved by the HR Director prior to disciplinary action
being imposed. This requirement is not applicable to Airport Employees as all
disciplinary actions of such employees shall be made by the Airport Executive
Director or his/her designee.
4. An effective discipline program is characterized by the uniform application of rules
and regulations. Generally, like offenses should result in similar disciplinary actions.
At the same time, the supervisor administering the discipline may consider additional
factors such as years of service and internal consistency.
5. It is recognized that similar offenses may result in different disciplinary actions,
depending on work history, circumstances, and the severity of the offense. For
example, an employee who is charged with “absence without approved leave”
(AWOL) for a two-week absence may be terminated while an employee who is
charged with AWOL for a two-hour absence may only receive a one-day suspension.
Both employees are charged with the same offense, but receive different disciplinary
actions.
6. Other factors that may influence the severity of disciplinary action include, but are not
limited to, the following: the length of the employee’s service, the quality of the
employee’s service, the cost involved, and the cooperation of the employee in the
investigation of the specific incident. Ensuring that disciplinary actions are
administered in a fair, consistent, and non-discriminatory manner is ultimately the
responsibility of the HR Director (Airport Executive Director for Airport Employees).
7. An employee may not be punished more than once for the same offense by any other
management official of Augusta, Georgia. Previous offenses may, however, be taken
into account when considering future discipline. Disciplinary actions by law
enforcement or any other outside agency does not prohibit Augusta, Georgia from
also taking disciplinary action. For example, if an employee is issued a citation by
law enforcement during the investigation of an “at fault” accident, this does not
prohibit Augusta, Georgia from imposing disciplinary action as well.
9
Version 1-26-2015
8. In determining the proper level of disciplinary action, which would be suitable to a
particular offense, refer to the “Recommended Guidelines for Disciplinary Actions.
This Table of Guidelines (Table I) provides examples of misconduct but may not be
all-inclusive. Augusta, Georgia has the right to discipline an employee for offenses
not specifically listed. If an act or violation is of a very serious nature, intermediate
levels of progressive discipline may be bypassed with more severe penalties imposed.
9. In addition to a thorough narrative with any supporting evidence as necessary,
supporting the reason(s) for the charges or offense in question, the Department
Director should cite any applicable “Violation Reference” code found on the table of
guidelines. (HR-ER Form). More than one reference may be cited in making record
of the disciplinary action. The specific action or punishment to be taken is at the
discretion of the Department Director; particularly egregious violations may bypass
the progressive discipline process.
Note: The Personnel Board shall consider only Appeals of employees as it relates of
dismissals or terminations. For non-Airport Employees, decisions of the Personnel
Board may be appealed to the Administrator. Airport Employees do not have the
right to appeal to the Personnel Board.
Review and Approval Process for non-Airport Employees
Formal
Discipline Submitter Approver Time to
Appeal 1st Appeal 2nd Appeal
Written
Reprimand
Supervisor/
Manager
Department
Director 5 Days HR Director None
PIP
Supervisor/
Manager
Department
Directors 5 Days HR Director None
1-3 Days
Suspension
Supervisor/
Manager
Department
Director
5 Days
HR
Director
None
4 Days or
more
Suspension
Department
Director
HR
Director
5 Days
Administrator
None
Demotion
Department
Director
HR
Director
5 Days
Administrator
None
10
Version 1-26-2015
1. If the actions necessary are not time-sensitive, the supervisor shall notify the
employee (Notice of Pending Disciplinary Action” form) that formal disciplinary
action, i.e. suspension, demotion, or termination, is being considered. This
notification shall provide facts and a description of the alleged infraction(s) and the
consequences under consideration. The employee shall be given five (5) working
days in which to provide a written response to the Department Director, with a copy
to HR, showing cause as to why disciplinary action should not be taken.
2. When a regular employee is charged with misconduct that serves as a basis for
termination or demotion, the Department Director may (but is not required to) place
the employee on up to three (3) days Administrative Leave with pay. The
administrative leave will be unpaid if the employee is otherwise unavailable to
perform his or her job duties or if unpaid Administrative Leave is approved by the
HR Director (or Airport Executive Director for Airport Employees).
3. Infractions of a serious nature may require prompt action, not allowing for advance
notification. Any written communication from the employee will permanently
accompany the relevant disciplinary action.
4. The Department Director must coordinate with the HR Director to assure procedural
compliance prior to issuance of any proposed or final decision. Within ten (10)
workdays of receipt of the employee’s written response, the Department Director or
HR Director will decide and issue the disposition in the matter using the “Notice of
Final Decision Form HR-ER IV.”
5. Upon receipt, the employee should sign and date a “Receipt Acknowledged” of
Notice of Final Decision. A copy of all documentation associated with the case will
be furnished by the Department Director to the HR Department for filing in the
Official Personnel File.
Section 300.013 Appeal of Submitted and Approved Discipline
1. In order to remain timely, the request from the employee for an Appeal to the HR
Director, Administrator or Personnel Board, must be written, signed and filed in the
HR Department within five (5) business days of the employee receiving notice of the
recommended disciplinary action, or Final Decision by the Department Director, HR
Director, or Airport Executive Director (if applicable). The effect of an employee’s
failure to request an Appeal within this five (5) day period is the waiver of their right
to appeal the recommendation, action or decision and a failure on their part to exhaust
their administrative remedies. In such instances, the recommendation for discipline
made by the Department Director (or manager) or the Final Decision made by the HR
Termination
Department
Director
HR
Director
5 days
Personnel
Board
Administrator
11
Version 1-26-2015
Director (or Airport Executive Director) shall become a Final Decision which is not
appealable.
2. For non-Airport employees, a written statement by the employee specifically
referencing suspension, demotion, or termination and providing their reasons, to
include any relevant documentation, for recommending the disciplinary action be
overturned, shall be forwarded to the HR Director. The HR Director will review the
documents for timeliness and completeness and, if a timely appeal is made, shall
forward a copy of the request to the next appeal level within ten (10) working days of
receiving the request.
3. For suspensions of four (4) or more days, demotions, and terminations, the HR
Director or designee (Airport Executive Director for Airport Employees) shall hold
an administrative review conference at which time the employee shall be authorized
to present information that is pertinent to the charges on his or her behalf. (For
suspensions of 1 to 3 days, the Department Director or designee shall hold an
administrative review conference). If an employee wishes to have an attorney present
at this conference, said employee must inform the decision maker of such intentions
at least forth-eight (48) hours prior to the conference. The HR Director (or Airport
Executive Director) may seek legal representation from the Law Department in any
such conference or Personnel Board Hearing irrespective of whether the employee
has requested an attorney or not.
4. The final decision maker for all disciplinary matters shall render a decision based on
all of the relevant information and the employee shall be notified of the final decision
in writing.
Section 300.014 Appeals to the Personnel Board: Terminations Only
Note: Only full-time regular, non-Airport, employees may appeal Terminations. SES and
Probationary employees may not appeal to the Personnel Board.
1. The employee shall have five (5) business days from notification by the HR Director
to appeal a termination or dismissal (Form HR-ER V) via the HR Department to the
Personnel Board.
2. Upon receipt by the HR Director of a timely written request for appeal of termination
by the employee, Human Resources will, within ten (10) working days, submit all
documentation, including a statement of charges, to the Personnel Board.
3. At its next scheduled meeting, the Personnel Board will hold an open hearing and
receive evidence in relation to the Appeal in accordance with the bylaws of the
Personnel Board.
12
Version 1-26-2015
4. The employee or agents of the employee may not contact or have discussions with
any member of the Personnel Board regarding the Employee’s hearing, the facts
surrounding the hearing, or the Employee’s character outside the confines of the
hearing while the Employee’s appeal is pending. The employee’s failure to comply
with this regulation will result in the Employee’s appeal being denied and the
decision of the Human Resources Director being upheld.
5. If an employee wishes to have an attorney present at the Personnel Board hearing,
said employee must inform the HR Director of such intention at least forty-eight (48)
hours prior to the hearing. The HR Director may seek legal representation from the
Law Department in any Personnel Board Hearing irrespective of whether the
employee has requested an attorney or not.
6. If an employee has a conflict which will not allow the employee to attend the open
hearing and needs to reschedule the date of the open hearing concerning their
employment to the next regularly scheduled meeting of the Personnel Board, the
employee must provide at least forty-eight (48) hours notice of the need to reschedule
and must provide written verification of the conflict to the Director of Human
Resources at least twenty-four (24) hours before the scheduled open hearing. Failure
to provide adequate notice or written verification of a conflict will result in the open
hearing to proceed as scheduled. If an employee fails to attend the scheduled open
hearing, the employee’s appeal will be denied and the decision of the Human
Resources Director will be upheld.
7. Within ten (10) working days of the hearing, a written decision will be rendered by
the Personnel Board. Such decision shall contain a descriptive statement by the
Chairman of the Personnel Board describing the reasons the Board rendered the
decision it made.
8. The HR Department will notify the employee in writing of the decision of the
Personnel Board.
Table I Recommended Guidelines For Disciplinary Actions
LEGEND:
L = Letter of Warning S = Suspension
W = Written Reprimand T = Termination
Reference Infraction Category
First
Offense
Second
Offense
Third
Offense
Fourth
Offense
13
Version 1-26-2015
Reference Infraction Category
First
Offense
Second
Offense
Third
Offense
Fourth
Offense
IN-1 Disregard for or willful failure to
follow the written instruction or
direction of a supervisor or higher
authority
Insubordina
tion
W S/T T
IN-2 Abusive verbal conduct directed at
a supervisor within the employee’s
chain-of-command.
Insubordina
tion
W/S S/T T
IN-3 Failure to work overtime, special
hours, or special shifts or be on
stand-by, as directed
Insubordina
tion
W-S S/T T
ND-1 Violation of any Augusta, Georgia,
department or division rule or
directive
Neglect of
Duty
L W S T
ND-2 Inability to perform up to accepted
work standards
Neglect of
Duty
L W S T
ND-3 Habitual tardiness, unscheduled
absence (six (6) or more in a 180
day period), absenteeism, and/or
abuse of leave privileges
Neglect of
Duty
L W S T
ND-4 Willful neglect in performance of
duties
Neglect of
Duty
W/S S/T T
ND-5 Job abandonment for 3 consecutive
scheduled workdays, or 2
consecutive 24-hour shifts.
Neglect of
Duty
S/T T
ND-6 Leaving the assigned work area
during regular working hours
without permission or until
relieved.
Neglect of
Duty
L W S T
ND-7 Absence without approved leave,
including failure to call in or report
an absence to a supervisor the day
the absence begins.
Neglect of
Duty
W S T
ND-8 Being identified as “at fault” in an
accident or collision by the Safety
Review Committee while the
operator of Augusta, Georgia
vehicle or piece of equipment.
Neglect of
Duty
See
SRC
Penalty
Matrix
See
SRC
Penalty
Matrix
See
SRC
Penalty
Matrix
14
Version 1-26-2015
Reference Infraction Category
First
Offense
Second
Offense
Third
Offense
Fourth
Offense
ND-9 Failure to maintain licenses,
certifications and/or other
professional credentials required for
employment or failure to notify
appropriate Augusta, Georgia
officials of their loss, suspension, or
revocation.
Neglect of
Duty
S/T T
ND-10 Suspension or revocation of Driver
License or Commercial Driver
License (CDL) if it is required for
the performance of job duties.
Neglect of
Duty
W/S/T S/T T
ND-11 Willful or negligent violation of a
safety policy, which results in
property/equipment damage or
personal injury.
Neglect of
Duty
W/S/T S/T T
ND-12 Violating a safety rule or practice or
any conduct which could endanger
a co-worker or member of the
public.
Neglect of
Duty
W/S/T S/T T
ND-13 Operating, or directing the
operation, of an Augusta, Georgia
vehicle or equipment without
proper qualifications or
supervision.
Neglect of
Duty
W S T
ND-14 Failure to immediately report any
on-the-job accident to a supervisor
or member of the chain-of-
command.
Neglect of
Duty
W S T
ND-15 Failure to report to the Department
a subpoena or request for
information from a law firm that
relates to Augusta, Georgia
business.
Neglect of
Duty
L W S T
ND-16 Possession or sale of alcohol or
illicit drugs on Augusta, Georgia
property (including vehicles).
Neglect of
Duty
T
ND-17 Working under the influence of
alcohol or illicit drugs.
Neglect of
Duty
T
15
Version 1-26-2015
Reference Infraction Category
First
Offense
Second
Offense
Third
Offense
Fourth
Offense
ND-18 Violation of traffic laws while
operating Augusta, Georgia vehicle,
i.e. speeding, running traffic control
device, failure to yield, etc.
Neglect of
Duty
L W S T
ND-19 Motor Vehicle Record review with
10 points or more – impact on
driving privileges
Neglect of
Duty
T
ND-20 Violation of FAA/TSA regulations
or rules
Neglect of
Duty
W/S/T W/S/T W/S/T W/S/T
EV-1 Fraud, waste, and/or abuse of
Augusta, Georgia property or time.
Ethics
Violation
W/S/T S/T T
EV-2 Falsification or misrepresentation
of an official document or record.
Ethics
Violation
W/S/T S/T T
EV-3 Falsification or misrepresentation
of any portion of a job application.
Ethics
Violation
W/S/T S/T T
EV-4 Violation of Augusta, Georgia
policies relating to impartiality, use
of public property, conflict of
interest, disclosure or
confidentiality.
Ethics
Violation
W S T
EV-5 Conviction of a felony, a
misdemeanor conviction involving
moral turpitude, or any
misdemeanor while in the
performance of Augusta, Georgia
duties.
Ethics
Violation
S/T T
EV-6 Unauthorized possession of
firearms, explosives, or weapons on
Augusta property.
Ethics
Violation
W/S/T S/T T
EV-7 Unauthorized vending or
solicitation on property or from
Augusta, Georgia vehicle.
Ethics
Violation
L W S T
16
Version 1-26-2015
Reference Infraction Category
First
Offense
Second
Offense
Third
Offense
Fourth
Offense
EV-8 Attempting to coerce or influence a
member of the public, fellow
employees, subordinates or
supervisor with gifts, services, loans
or other consideration OR receipt of
a fee, gift, or valuable item when
such is given or accepted in the
expectation of receiving a favor or
preferential treatment.
Ethics
Violation
S T
EV-9 Directing or permitting a
subordinate to violate any rule,
policy or regulation, whether
explicit or condoned through
inaction.
Ethics
Violation
W/S S/T T
EV-10 Engaging in any employment,
activity or enterprise which is
illegal, incompatible, or in technical
conflict with the employee’s duties
and responsibilities as Augusta,
Georgia employee.
Ethics
Violation
S/T T
EV-11 Engaged in outside employment
activity while using sick leave,
worker’s compensation leave, or
catastrophic leave.
Ethics
Violation
T
EV-12 Intentional destruction, theft or
unauthorized removal of Augusta,
Georgia property or assets for
personal use.
Ethics
Violation
W/S/T S/T T
EV-13 Intentional destruction, theft
(including stealing time) or
unauthorized removal, possession
or use of Augusta, Georgia
property, tools or equipment
without consent.
Ethics
Violation
W/S/T S/T T
EV-14 Violation of Augusta, Georgia’s
discrimination and/or unlawful
harassment policies.
Ethics
Violation
W/S/T S/T T
17
Version 1-26-2015
Reference Infraction Category
First
Offense
Second
Offense
Third
Offense
Fourth
Offense
EV-15 Gross misconduct to include, but
not limited to, physical violence,
threats of physical violence or
engaging in offensive conduct or
language toward the public,
supervisory personnel, or fellow
employees.
Ethics
Violation
S/T
EV-16 Membership in any organization
that advocates the overthrow of the
Government of the United States by
force or violence.
Ethics
Violation
T
EV-17 Misconduct which undermines
supervisory authority, productivity,
or morale.
Ethics
Violation
W S T
EV-18 Off duty conduct (e.g. conviction of
a felony) which reflects very
unfavorably upon the image and
ethical standards of Augusta,
Georgia as an employer.
Ethics
Violation
W/S/T S/T T
WE-1 Violation of Augusta, Georgia
Internet Use Policies (e.g. social
media, pornographic sites, etc.)
Work
Ethics
Violation
W/S/T S/T T
WE-2 Violation of Augusta, Georgia
Email Policies (e.g. Passing on
inappropriate chain emails and non-
work related content, etc.) and/or
excessive personal email/web time.
Work
Ethics
Violation
W/S/T S/T T
WE-3 Unauthorized use of Augusta,
Georgia vehicles or equipment on
or off-duty.
Work
Ethics
Violation
W S T
CHAPTER V.
COMPENSATION
A. GENERAL
Authority of the Administrator – Except as otherwise stated, the Administrator
shall have the authority to approve all classifications, reclassifications,
reorganizations, pay adjustments up to fifteen percent (15%) of base pay and final
18
Version 1-26-2015
decision authority of classification appeals. Except as otherwise stated, the
Administrator shall be responsible for any pay disparities or inequities created as a
result of this authority.
Authority of the Airport Executive Director over Airport Employees – “Airport
Employee” is an employee subject to the authority of the Augusta Aviation
Commission. For Airport Employees, where “Administrator” appears in this Chapter
it shall mean the Executive Director of the Augusta Regional Airport.
Section 500.001 Compensation Philosophy
Augusta, Georgia is committed to a results-oriented government that provides
efficient and accountable government services.
Our goal is to attract, retain and motivate committed, hard-working, creative and
thoughtful employees who support our mission to meet and exceed the expectations
of our community, not only in service delivery but in building a better place for all of
us to live and work. The main focus of the compensation philosophy is to increase
productivity, maximize efficiency and improve overall service level for Augusta,
Georgia citizens. For our employees, that means we are committed to:
Providing opportunities for our employees to grow and develop their skills,
knowledge, and their careers.
Ensuring individual accountability for performance and results.
Communicating openly with our employees about our organization/mission, our
successes and our failures, and opportunities for us to do things better.
Providing a competitive total compensation package.
The total compensation program at Augusta, Georgia is designed to assist us in
creating and supporting a high-performance, responsive and competitive organization.
The total compensation program is made up of salary/wages and benefits.
In order to accomplish these goals and to ensure that the compensation program is
consistent with its direction, stated mission, and goals, Augusta, Georgia government
commits to the pay philosophy statements as follows:
Augusta, Georgia’s total compensation philosophy is to provide pay and benefits
sufficient to attract and retain the qualified and skilled employees to accomplish
Augusta, Georgia’s strategic plan:
1. Position total compensation (pay and benefits) to be aimed at midpoint of the market;
19
Version 1-26-2015
2. There are conditions where exceptions may be necessary, in situations such as -
Recruiting the desired level of talent in certain jobs is a sustained problem and
results in negative impacts to the organization;
Retention issues, including succession and turnover;
Significant changes in the economy or marketplace; and
Internal anomalies in alignment, disparities or inconsistencies.
Pay programs are intended to be competitive at a minimum with the average pay of
benchmark organizations in the primary labor market. The primary labor market is
currently defined as those counties or city governments that are of comparable size in
terms of revenue, number of full time employees, etc. in the southern part of the U.S
where Augusta, Georgia competes for talent acquisition. Airports that are of
comparable size in terms of revenue, number of full time employees, etc. are the
primary labor market for the Augusta Regional Airport. A list of such comparable
organizations in the labor market shall be maintained in Human Resources.
a. As deemed necessary, the Human Resources Director may recommend that other
comparators should be used where information from the primary labor market is
considered insufficient to attract and retain specific positions or classes.
b. Augusta, Georgia shall adopt a pay for performance policy. The pay for performance
policy is designed to recognize job performance and requires annual approval by
Augusta, Georgia’s Board of Commissioners. The decision to provide employees a
performance increase is contingent upon an overall performance appraisal rating and
availability of funds.
c. Nothing in this compensation philosophy statement should be construed as a required
benefit in the event that Augusta, Georgia experiences a decline in revenue or a revenue
growth lower than the projected increase in expenses.
d. As part of Augusta, Georgia’s Compensation strategy, the salaries of representative
benchmark classes for all occupational groups shall be compared to the minimum and
maximum salaries, with a focus on the mid-point, of the benchmark jurisdictions.
e. The benchmark matches are also reviewed and validated annually by the participating
jurisdictions. This will allow the Compensation Administration team to capture on-going
evolutionary changes occurring within these occupations and provide a meaningful basis
to make market rate comparisons.
20
Version 1-26-2015
f. The remaining job classifications that were not selected as a benchmark job shall be
“linked” to one of the selected benchmark classes. This process will allow HR to affect
both the benchmark class and any classes “linked” to a benchmark class when survey
results indicate a pay adjustment is necessary.
g. In determining the appropriate linkages, input will be obtained from Department
Directors within the organization. The list of benchmark classes and linked classes shall
be reviewed and updated as new classes are established or abolished in order to maintain
accurate and timely data.
h. When determining Augusta, Georgia’s market competitiveness, a market ratio (comp-a-
ratio) shall be utilized. Augusta, Georgia’s relationship to the market is shown as the
market ratio that falls below or rises above 100%. Job classes with a market ratio of less
than 90% are considered to be below the market. If an adjustment is authorized based
upon the survey results, the grade for the benchmark class(es) plus the linked class(es)
would be adjusted to minimally place the class(es) within the acceptable threshold of
ninety to one hundred and ten percent (90-110%).
i. In all instances, for benchmark jobs, information for an assessment of pay
competitiveness will be ascertained through reliably current published compensation
survey data.
j. Every two (2) years, the Human Resources Director will conduct a market study of
benchmark positions to determine the competitive posture of the organization, and
propose a plan of action, if needed, to bring any positions or classes into competitive
alignment. At any time the Human Resources Director determines that one or more
particular classes need to be reviewed more frequently than once every two (2) years,
necessary action may be taken to assess the market position of such classes without
consulting the Commission. The Administrator’s approval is required to conduct such
classes’ market study.
Section 500.316 Compensation Inaccuracies and Corrections
It is our policy and practice to accurately compensate employees and to do so in
compliance with all applicable state and federal laws. To ensure that you are paid
properly for all time worked and that no improper deductions are made, you must record
correctly all work time and review your paychecks promptly to identify and to report all
errors.
Review Your Pay Stub
21
Version 1-26-2015
We make every effort to ensure our employees are paid correctly. Occasionally,
however, mistakes can happen. When mistakes do happen and are called to our attention,
we will promptly make any corrections necessary. Please review your pay stub when you
receive it to make sure it is correct. If you believe a mistake has occurred or if you have
any questions, please use the reporting procedure outlined below.
Non-exempt Employees
If you are classified as a non-exempt employee, you must maintain a record of the total
hours you work each day. These hours must be accurately recorded on a time card that
will be provided to you by your supervisor. Each employee must sign his or her time
card to verify that the reported hours worked are complete and accurate. Your time card
must accurately reflect all regular and overtime hours worked, any absences, late arrivals,
early departures and meal breaks. At the end of each week, you should submit your
completed time card to your supervisor for verification and approval. When you receive
each pay check, please verify immediately that you were paid correctly for all regular and
overtime hours worked each work week.
Unless you are authorized by your supervisor, you should not work any hours that are not
authorized. Do not start work early, finish work late, work during a meal break or
perform any other extra or overtime work unless you are authorized to do so and that time
is recorded on your time card. Employees are prohibited from performing any "off-the-
clock" work. "Off-the-clock" work means work you may perform but fail to report on
your time card. Any employee who fails to report or inaccurately reports any hours
worked will be subject to disciplinary action, up to, and including, discharge.
It is a violation of Augusta, Georgia policy for any employee to falsify a time card, or to
alter another employee's time card. It is also a serious violation of Augusta, Georgia
policy for any employee or manager to instruct another employee to incorrectly or falsely
report hours worked or alter another employee's time card to under- or over-report hours
worked. If any manager or employee instructs you to (1) incorrectly or falsely under- or
over-report your hours worked, or (2) alter another employee's time records to
inaccurately or falsely report that employee's hours worked, you should report it
immediately to the Human Resources Department.
Exempt Employees
If you are classified as an exempt salaried employee, you will receive a salary that is
intended to compensate you for all hours you may work for Augusta, Georgia. This
salary will be established at the time of hire or when you become classified as an exempt
employee. While it may be subject to review and modification from time to time, such as
22
Version 1-26-2015
during salary review times, the salary will be a predetermined amount that will not be
subject to deductions for variations in the quantity or quality of the work you perform.
Under federal and state law, your salary is subject to certain deductions. For example,
absent contrary state law requirements, your salary can be reduced for the following
reasons:
Full day absences for personal reasons
Full day absences for sickness or disability
Full day disciplinary suspensions for infractions of our written policies and procedures
Family and Medical Leave absences (either full or partial day absences)
To offset amounts received as payment for jury or witness fees or military pay
The first or last week of employment in the event you work less than a full week
Your salary may also be reduced for certain types of deductions such as your portion
of health, dental or life insurance premiums; state, federal or local taxes, social
security; or, contributions to a pension plan. In any work week in which you
performed any work, your salary will not be reduced for any of the following reasons:
Partial day absences for personal reasons, sickness or disability
Your absence on the day before or after a paid holiday or because the facility was closed
on a scheduled work day
Absences for jury duty, attendance as a witness, or military leave in any week in which
you have performed any work
Any other deductions prohibited by state or federal law
Please note: It is not an improper deduction to reduce an employee's accrued
vacation, personal or other forms of paid time off for full or partial day absences for
personal reasons, sickness or disability.
To Report Concerns or Obtain More Information
If you have questions about deductions from your pay, please immediately contact
Human Resources. If you believe you have been subject to any improper deductions or
your pay does not accurately reflect your hours worked, you should immediately report
the matter to your supervisor. If the supervisor is unavailable or if you believe it would
be inappropriate to contact that person (or if you have not received a prompt and fully
acceptable reply), you should immediately contact the Director of Human Resources in
23
Version 1-26-2015
Room 601 of the Municipal Building or at (706) 821-2303, the Manager of Payroll, or
any other supervisor with whom you feel comfortable. If you are unsure of who to
contact if you have not received a satisfactory response within five business days after
reporting the incident, please immediately contact the Administrator in Room 801 of the
Municipal Building or at (706) 821-2400.
Every report will be fully investigated and corrective action will be taken where
appropriate, up to and including discharge for any employee(s) who violate this
policy. In addition, Augusta, Georgia will not allow any form of retaliation against
individuals who report alleged violations of this policy or who cooperate in Augusta,
Georgia's investigation of such reports. Retaliation is unacceptable, and any form of
retaliation in violation of this policy will result in disciplinary action, up to, and
including, discharge.
CHAPTER VIII.
EMPLOYMENT, RECORDS & HRIS
Section 800.001 Authority of the Administrator
The Administrator shall have final authority regarding all employment issues (including, but not
limited to, hiring, firing, position classifications, discipline, and organization), except for those
pertaining to Airport Employees, department directors or employees who report directly to the
Commission. “Airport Employee” is an employee subject to the authority of the Augusta
Aviation Commission. For Airport Employees, where “Administrator” appears in this Chapter it
shall mean the Executive Director of the Augusta Regional Airport.
Section 800.004 Position Management
Purpose
The Position Management Program (PMP) is the formal system for identifying and defining
positions in Augusta, Georgia to assure compliance with Augusta, Georgia’s budget program and
availability of funds. A position is a specific functional job within Augusta, Georgia. The PMP
is divided into two distinct components.
24
Version 1-26-2015
i) A unique position numbering system will provide controls for authorized and
recognized positions. The unique number for each position will easily identify the
Human Resources criteria of several programs critical to each position.
ii) The PMP will provide a formal approval process for positions to be included in the
budget program and a means for tracking the status of these positions in relationship
to the availability of funds.
Position Numbering and Control
Each position in the Augusta, Georgia Classified Service will be assigned a Personnel Control
Number (PCN). Utilizing a series of alpha-numeric fields, essential information unique to that
position can be readily obtained. The PCN is divided into three basic subgroups -
i) Position Identifier - This is the basic identifying sequence for the job position. It
consists of four fields that will include the job classification code, the department and
division to which it is assigned, and a sequence number. No two Position Identifiers
will be the same.
ii) Supplemental Data - The next section of the PCN is a series of fields which will allow
Human Resources to identify the following - Exempt/Nonexempt as defined by the
Fair Labor Standards Act
Position control is a system of tracking information based upon positions rather than employees
to create a framework of positions for all jobs within Augusta, Georgia without regard to whether
or not they have an incumbent in a specific job. As incumbents grow and change jobs within
Augusta, Georgia, their job title, salary and other attributes may change, but the position the
incumbent was in will likely still exist and will be maintained. Position control will allow
Augusta, Georgia to track the history of the position, track vacancies, and track positions filled
with temporary and contract workers. The system will bridge the gap between typical employee
information (HRIS) and position information (Budgets).
Position Tracking
Position tracking refers to a system of tracking information based upon a unique position ID
number with the primary purpose of managing positions more precisely and thus enable more
accurate monitoring of the approval process. Approved/funded positions will be tracked as
authorized. Positions that are not approved/funded will be tracked as recognized. Recognized
positions will be included on the official departmental organizational charts maintained by the
Human Resources Department, and if future funding becomes available and approved, they may
be moved to authorize status. The system can also track vacancies, over filling, under filling and
full-time equivalents (FTE). Position titles will include the official title as approved by the
25
Version 1-26-2015
approval process and the organization title (e.g., Equipment Operator II may be known in the
department as Bush Hog Driver).
Position Approval Process
The approval process for hiring of all non-Airport positions will be the Department Director,
Human Resources Director, Finance, and the Administrator. The Airport Executive Director will
approve all Airport Employee positions.
i) Existing Authorized Positions - The Department Director shall forward a Personnel
Action Form (PAF) to the Human Resources Department. Human Resources will
verify that the salary is within guidelines and forward to OMB to verify funding. The
verified PAF will then be forwarded to the Administrator for approval and returned to
Human Resources for normal processing.
ii) New Positions - The Department Director will forward a Position Description draft
and a revised organizational chart to the Human Resources Department. This will
document the concept of the position. The Classification/Compensation
Administration will perform the job analysis, determine whether or not the position
should be in the classified or unclassified, and assign a salary grade. The allocation
request will then be forwarded to Finance and the Administrator for verification of
funding and approval.
(a) If funded and approved, the position will be placed into the employment
process pursuant to the relevant Policies and Procedures.
(b) If not funded or approved, the position will be marked as recognized and
returned to the Classification/Compensation Section for recording prior to
returning to the Department. Recognized positions will be suspended for
possible future funding or future budget years.
Administration
The Human Resources Director or his/her designee shall have responsibility for the
implementation and administration of the Position Management Program for all employees
except Airport Employees.
Section 800.010 Qualifications and Requirements
Qualifications are the education, experience, competencies, skills, abilities, knowledge, and other
attributes determined most likely to predict successful job performance in a position or group of
positions with similar requirements and levels of responsibilities. Acceptable background
26
Version 1-26-2015
information and driving record, when required, are included in the attributes necessary to meet
minimum qualifications. Documentation of education, certification and veteran status must be
provided to Human Resources prior to employment.
All positions in the classified service shall be open only to persons who meet such requirements
as are listed on the public announcement of the vacancy. Such requirements may include but are
not limited to the following factors - experience, education, and training. Applicants considered
for employment/rehire will be screened for illegal drugs as a part of the employment process.
Applicants will also be subject to a complete background and reference check by the Human
Resources Department as well as review of any relationships prohibited by the nepotism policy.
Applicants for Firefighter positions in the Fire Department and Airport Fire Department will be
required to meet such physical standards (including without limitation height and weight
standards) as may be established by the applicable Fire Department. (Such standards are set forth
in the Augusta, Georgia Fire Department Operations Manual (the "Manual")). Airport Fire
Department applicants must also comply with Federal Aviation Administration (FAA)
Regulations FAR Part 139 and related regulations. Applicants for Firefighter positions in the
Fire Department and Airport Fire Department will also be required to meet all standards and
requirements of the State of Georgia for employment of Firefighters, including without limitation
the "Employment Requirements" of the Georgia Firefighter Standards and Training Council. A
copy of these requirements is maintained by both the Human Resources Department and the Fire
Department and may be reviewed upon request.
Applicants for Firefighter positions in the Fire Department and Airport Fire Department will also
be required to pass such written examinations, physical examinations, agility tests, and such
other requirements as may be required by the applicable Fire Department. See also “Fire Fighter
I – Recruitment Procedures” below.
Section 800.011 Fire Fighter I – Recruitment Procedures
Eligibility Requirements - To apply for the position of firefighter, you must -
a) Be at least 18 years of age;
b) Have a High school diploma or equivalent ;
c) Have a valid driver's license and a good driving record;
d) Have a honorable discharge, if any, from the military; and
e) Meet the medical requirements set forth in NFPA 1582.
Disqualifiers may include, but are not limited to, the following -
27
Version 1-26-2015
a) Admission and/or conviction of a felony offense within the past (10) years;
b) Admission and/or conviction of a misdemeanor involving moral turpitude;
c) Admission, conviction, or positive test indicating illegal drug use within the past 12
months;
d) Admission or conviction of the sale of drugs;
e) Admission, conviction, or positive tests indicating certain drug use and/or patterns of
drug use;
f) Anything other than an honorable discharge from the military;
g) Admission, conviction, or other evidence of a pattern of theft; or
h) Admission or conviction of DUI (driving under the influence) within the last 5 years.
Hiring Procedures
1. Fire Department Interest Form - When not conducting active recruitment, interested
persons may complete a “Job Interest Card”. These are available on the
www.augustaga.gov/employment.
2. Applications - Persons who have completed interest forms are e-mailed a notification
that they now need to complete an online employment application. Once recruitment is
open, a position will be advertised for no less than 30 calendar days.
3. Entrance Exam - All applicants are scheduled to take the Entrance Examination. (The
exam is a nationally validated examination.) This exam is based on general knowledge,
measuring numerous abilities. A passing score is required to progress from the Entrance
Exam to the Agility Test. The Entrance Examination will not be scored on the day of the
test, notification will be sent to applicants advising their results as either passing or
failure. In addition, any applicant for the Airport Fire Department shall have a working
knowledge of the Airport and airport firefighting procedures.
4. Background Check and Pre-employment Screening - Candidates must consent to a
background examination. Candidates will be given a detailed background questionnaire
packet at the Entrance Exam. This form is to be returned to Fire Administration (or to the
Airport Marshal’s Department for Airport Fire Department applicants) as quickly as
possible.
5. Agility Test - Candidate Physical Ability Test (CPAT) - All applicants who successfully
complete the entrance exam will progress to the CPAT. A CPAT video will be made
available to all applicants on the August website under Human Resources. Applicants
28
Version 1-26-2015
will be provided the opportunity to practice the CPAT for a minimum of two weeks prior
to the test date. Upon arriving for this test, applicants must sign a waiver to participate in
the CPAT. With all forms submitted, the applicant is allowed to attempt the CPAT.
Applicants are notified of their status (pass/fail) in this segment of the process before they
leave the drill yard.
6. Acrophobia Test - All applicants who successfully complete the Entrance Exam and
Agility Test will progress to an acrophobia test. The applicant must sign a fitness
acknowledgement and certification that they possess the physical and mental attributes
necessary to perform the tasks required to participate in this exam. This exercise tests for
fear of heights and leg and hand coordination. The applicant, with a life safety belt on,
must climb the ladder to the top, without stopping and without placing both feet on the
same rung at the same time, once at the top hook the safety snap ring around the second
rung from the top of the ladder, lean back taking the slack out of the safety belt and clap
the hands three (3) distinct and separate times over the head. Unhook the safety belt and
descend the ladder to the bottom without stopping. MAXIMUM TIME - Five (5)
Minutes. EQUIPMENT NEEDED - Applicant wears helmet, gloves and ladder belt.
Applicants for positions at the Airport Fire Department shall also be required to pass the
physical agility test approved for and required by the Georgia Firefighter Standards and
Training Council (GFSTC).
7. Applicant Interview - Applicants who successfully complete all tests are scheduled for a
structured interview before a five (5) member diverse panel to include women and
minorities of various ranks from the Fire department. Human Resources and/or EEO will
be present.
8. Candidates List - Candidates who obtain passing status on the Eligibility Exam,
normally a score of 70 or better, and pass all other requirements are then placed on an
eligibility list by grouping. The grouping is based upon total points from the exam, and
the candidate interview in the following categories -
1. Highly Qualified “HQ” (Top 20% to include ties)
2. Basic “BQ” (Middle 60 %)
3. Minimally Qualified “MQ” (Bottom 20% to include ties)
9. Eligibility List - Candidates successfully moving beyond the background check will be
placed on an eligibility list for consideration in hiring. This list may be used for
consideration in selection for up to one year from the test date.
29
Version 1-26-2015
10. Applicant Referral list - Depending on the number of vacancies, a list of referred
candidates will be forwarded to the Fire Department for hiring consideration. E.g., if the
Fire Department has five vacancies, HR may refer the top 10 candidates in alphabetical
order for selection. The applicants that are not selected will be returned to the eligibility
list.
11. Conditional Offer of Employment - As the department needs to fill vacancies,
candidates are scheduled from the eligibility list for a conditional offer of employment.
The candidates are to be selected from the “HQ” list first. If there are less than (3)
candidates on the “HQ” list, candidates can be considered from the “BQ” list. If there are
less than (3) candidates on the “BQ” list, candidates may be considered from the “MQ”
list or the position can be re-advertised.
12. Drug Test Screening - Within 24 hours of the conditional offer of employment, a drug-
screening test must be conducted and provide negative results.
13. Post Offer/Pre-Employment Medical Examination - Selected candidates will be
scheduled for a complete Firefighter pre-employment medical examination. A trained
physician experienced in Firefighter medical exams will conduct this exam. These exams
are conducted to meet the NFPA 1582 standard. This standard can be read in detail at
www.nfpa.org.
14. Employment - Firefighter must continue to meet the NFPA 1582 and NFPA 1001
standards and must successfully complete an annual physical and performance review.
Firefighter will also be required annually to pass the minimum performance standards as
adopted by the commission. Firefighters that do not meet these minimum requirements
of the position will be subject to the Minimum Standards progressive discipline policy
outlined below -
1. First failure will result in no punishment and the person will be re-tested in 30
days after the failure.
2. Second failure will result in a letter of reprimand placed in their personnel fire and
the person will be re-tested in 30 days after the failure. If the person failing the
test is a driver, that person will be suspended from their duties of driver until they
pass the test.
3. Third failure will result in a 48-hour suspension without pay from duty and the
person will be re-tested in 30 days after returning to duty.
4. Fourth failure will result in termination.
30
Version 1-26-2015
15. Certification - Firefighter must receive the Intermediate EMT certification within 12
months of hire.
Section 800.013 Interview Process
The employment interview is part of the selection process. The primary function of the interview
is to obtain data or to assess certain knowledge, skills, and abilities of a candidate not available
through review of applications. For basically qualified applicants from the same department as
the posted position, interviews may be waived with prior approval by the Employment Manager
in very limited circumstances. Certain guidelines will be observed to maximize the validity and
reliability of the interview process as well as ensure the adherence to current EEO requirements.
It is highly recommended that the Interview Resource Guide for Managers be reviewed prior to
any interview. All interview questions should be forwarded to the HR Employment Manager or
designee prior to the interview for review. When possible and practical, an HR representative
should be on the interview panel. If the interview is for a supervisor, manager or director level
position, a representative from the EEO office should be included on the panel as a non-
interviewer. Under Veterans Preference, qualified applicants on the ARL will be given
consideration for an interview if any interviews are conducted from the ARL.
The interview panel will be selected by the hiring department. A minimum of three individuals
must serve on the interview panel. The interview panel shall consist of personnel who have
expertise with the elements of the position. In order to ensure objectivity and job knowledge, an
incumbent of the position, the immediate supervisor and/or manager and the Director or designee
should sit on the interview panel. Relatives or personal friends of the applicant will be excluded
from the panel. Reasonable accommodations shall be made for disabled applicants to allow
participation in the interview process.
The Department Head or Supervisor in which the position vacancy exists shall be responsible for
the development of interview questions and standards for measurement of candidate responses.
These standards must be derived from the job description. Consistency will be maintained in the
questions asked of all candidates. The questions must be job related and designed to measure job
knowledge, experience, education, or to solicit responses that reflect those personal traits that are
job related. Questions pertaining to protected categories such as race, sex, religion or marital
status or other inquiries that directly or indirectly require disclosure of such information are
prohibited. Any questions that would indirectly divulge an applicant's age, national origin, or
other protected category shall be made in strict accordance with Law.
The applicants selected for an interview must be notated in NEOGOV to include -
The date, time and locations of the interview; and
31
Version 1-26-2015
the interview panel.
Only Human Resources can tender any job offer or pay commitment to the candidate(s).
Section 800.014 Contingent Job Offer (CJO)/Tentative Job Offer
After all interviews have been completed, review your interview notes, consult with the
interview panel (if applicable), department/division director, etc. and select the most qualified
person for the position. Upload your contingent decision into NEOGOV and notify HR. The
tentative selection should be forwarded to the HR Department no later than the Monday prior to
orientation. The following rules/procedures apply regarding salary offers –
a. Salary offered at the minimum of salary range
i. No additional action is required.
b. Salary offered is within (10 )percent of the minimum salary range
i. For all non-Airport Employees, written justification for the salary must be
submitted by the Department Director to the HR Director for approval.
c. Refer to Section 500.119 for salary offers that exceed up to ten (10) percent of the
minimum salary range or up to fifteen (15) percent above current salary for
promotions.
Only the Human Resources Director or designee can make a contingent job offer for all non-
Airport employees. The Department Director or designee must notify HR of the selected
Candidate and the recommended salary via NEOGOV. The HR department will send a
conditional offer letter to the selected candidate and copy the Department Director. The HR
Department will contact the applicant (typically, via telephone) and make a conditional offer of
employment. This discussion should include the salary as well as any post-offer employment
screening. If the conditional offer is accepted, HR provides the candidate with information
regarding items needed/required that must be successfully completed before a final job offer can
be made. Required information/actions can include –
a. Completion of the I-9 form and appropriate identifying documentation;
b. Names and Contact Information of two (2) references;
c. Motor vehicle report (if required for the position being filled);
d. Physical exam (if applicable);
e. Drug test;
32
Version 1-26-2015
f. Background check authorization; and
g. Education and/or Certification verifications.
33
Version 1-26-2015
Exhibit B
REPLACE WITH:
CHAPTER III.
GRIEVANCES, DISCIPLINE, & APPEALS
Section 300.001 Grievance and Discipline Policy Objective and Scope of Chapter
Objective: It is the practice of Augusta, Georgia to:
1. Provide fair, equitable, and timely grievance procedures for all regular employees;
2. Facilitate free discussion of employment concerns between employees and supervisors to
foster better understanding of administrative policies, procedures, and practices;
3. Promote reaching a fair and equitable decision and doing so in a climate of mutual
understanding and objective fact-finding; and to
4. Assure that those who file grievances are not retaliated against.
5. To establish a uniform, fair, and standardized means by which Augusta, Georgia may
administer a program of disciplinary procedures and guidelines.
Scope:
1. These grievance and discipline procedures apply to all regular full-time employees, with
the exception of temporary employees, elected officials (unless opted in), and members
of the Senior Executive Service (SES). Additionally, contract employees and persons in
Grant Funded positions are not covered.
2. “Airport Employee” is an employee subject to the authority of the Augusta Aviation
Commission. For Airport Employees, where “Administrator” appears in this Chapter it
shall mean the Executive Director of the Augusta Regional Airport.
3. Augusta, Georgia reserves the right to depart from this grievance policy in its sole
discretion. All employees are employed at will, and both they and Augusta, Georgia may
terminate the employment relationship at any time, with or without cause, without
following any specific procedure.
Section 300.002 Grievance Policy Definitions
34
Version 1-26-2015
A “grievance” is a disagreement regarding an interpretation and/or application of administrative
rule, regulation, policy, plan or procedure which exists under the personnel administration
system of Augusta, Georgia which an employee feels is unjust or unfair.
A “working day” for this policy is defined as any day of business between working hours of 8:00
a.m. and 5:00 p.m. excluding Saturday, Sunday and Augusta, Georgia observed Holidays.
Section 300.011 Discipline
1. Disciplinary action may be taken against an employee when a rule of Augusta, Georgia, the
Federal Aviation Administration (FAA), Transportation Security Administration (TSA), or
the Department is violated, when work performance is not satisfactory, when counter-
productive or inappropriate behavior is exhibited, or violation of lawful orders, work
rules/standards, organizational Standard Operating Procedures (SOPs), federal laws,
administrative rules, organizational policies and procedures, ordinances, and/or statutes. A
discipline program should exhibit promptness, impartiality, consistency, and fairness,
where employees know what to expect as the result of certain behaviors on the job (See
Recommended Guidelines for Disciplinary Actions- Table I).
2. Augusta, Georgia generally follows a policy of progressive discipline. The purpose of a
progressive disciplinary procedure is to give the employee adequate notice and opportunity
to correct any deficiencies, and its focus is on prevention of future violations rather than on
punishment. The disciplinary action taken is normally to be the least serious action needed
to prevent future instances of inappropriate behavior. If inappropriate behavior continues,
the employee can expect further and more serious discipline. This policy does not restrict
the imposition of a suspension, demotion, or termination in matters that are outside the
progressive discipline policy.
Augusta, Georgia reserves the right to depart from this discipline policy in its sole
discretion. All employees are employed at will, and both they and Augusta, Georgia may
terminate the employment relationship at any time, with or without cause, without
following any specific procedure.
4. Airport Employees do not have the ability to appeal their termination to the Personnel
Board. For Airport Employees, the Airport Executive Director is the final decision maker
for all disciplinary matters.
Types of Discipline:
The types of disciplinary action, in order of their severity, are:
A. Informal Discipline
1) Letter of Warning
35
Version 1-26-2015
A Letter of Warning is a type of informal disciplinary action and may be used to
admonish an employee for committing a minor violation. It is often used when
verbal counseling, admonishments, on the job training, and/or guidance has failed
to provide the necessary corrective action. The “Notice of Warning Letter” (See
Form HR-ER 1) provides documentation that the counseling occurred, outlining
the shortcomings or violations and then offering recommendations for
improvement. Informal discipline documentation is maintained at the department
level.
Informal disciplinary actions are not subject to the grievance or appeals processes.
B. Formal Discipline
1) Written Reprimand
A Written Reprimand is an admonishment given to the employee in writing, and
is always placed in the official personnel file in Human Resources. This form of
discipline is more serious than a Letter of Warning, but less serious than a
suspension. A Written Reprimand often serves as the type of discipline given for
a repeated offense of minor violations or for the first offense of a moderately
serious infraction. The “Notice of Written Reprimand” (See Form HR-ER II) will
be completed by the Department Director and forwarded to Human Resources for
inclusion in the employee’s official personnel file. If a Letter of Warning or any
other relevant disciplinary actions has been issued previously, a copy may be
attached as supporting documentation. The letter of Written Reprimand may be
used to support further disciplinary actions for a period no longer than three (3)
years from the date of receipt.
2) Performance Improvement Plans
The Performance Improvement Plan (PIP) is designed to facilitate constructive
discussion between a staff member and his or her supervisor and to clarify the
work performance to be improved. It is implemented, at the discretion of the
supervisor and Department Director, when it becomes necessary to help a staff
member improve his or her performance.
A PIP will be conducted for period of ninety (90) days and must be approved by
the Department Director. If an employee shows improvement but not enough that
the employee meets the status of “satisfactory”, the PIP may be extended for a
period of ninety (90) days within a one (1) year cycle for a total of no more than
two (2) PIP plans. If an employee does not show improvement after the initial PIP
or does not meet the status of “satisfactory” after two (2) PIPs, the Department
Director can recommend the employee for demotion or termination.
3) Suspension Without Pay
36
Version 1-26-2015
A suspension is the most severe form of discipline, short of demotion or
termination, and involves time off without pay. It is used when a written
reprimand has not corrected the inappropriate behavior or when an offense is
more serious than that warranting a reprimand. A suspension may last from one
(1) to thirty (30) days depending on the seriousness of the infraction. Any
suspension shall utilize the “Notice of Proposed Disciplinary Action” form (Form
HR-ER III) and must be approved by the Department Director, or equivalent,
prior to issuance to the employee. A copy will be processed through the HR
Director.
4) Demotion With A Pay Reduction
Performance-Based Demotion
An involuntary demotion may occur based on poor performance and is
appropriate where:
1. The employee’s inability to perform current job duties has been demonstrated
and documented in the employee’s record through one or more PIPs;
2. The employee’s record is otherwise satisfactory and no other active rule
violations exist, e.g. attendance, punctuality, etc.;
3. The employee is qualified for the lower grade or alternative position;
4. The employee has the ability, is qualified, and a vacancy exists, the
employee may be demoted to another position which may be in a lower pay
grade or transferred to another job within the employee’s functional unit; and
5. The Director of Human Resources has provided final approval for a demotion.
This requirement is not applicable to Airport Employees.
If an employee has been promoted or transferred in the last year and the employee
is not performing at a level expected in the new job, then the employee may
request to return to the previous job or a job similar to the previous job and their
salary will return to what it was prior to the promotion or transfer. The
availability of such a job may depend upon mitigating circumstances, such as
whether the job has already been filled within the same department. Augusta,
Georgia will assist the employee in finding a suitable job that corresponds to their
experience, skills, and knowledge. Should the job previously held by the
employee be filled and no other comparable position exists, the employee will be
placed on lay-off status until a comparable position may be found. However, if
within six (6) months a comparable position is not found the employee will be
placed on permanent lay-off status.
Performance-Based Demotions with pay reductions may be considered in cases
where moving the person out of their current position is more appropriate than
termination.
37
Version 1-26-2015
Conduct-Based Demotions
An involuntary demotion may also occur based on poor or unacceptable conduct.
With this type of demotion, a Performance Improvement plan is not necessary or
required.
1. Unacceptable personal conduct violations are outlined in the violations and
recommended disciplinary actions in Table I. These conduct violations may
include but are not limited to: personal conduct that disrupts work or the work
environment, jeopardizes the safety of persons or property, or creates other
serious disruptions in the workforce.
2. There are circumstances in which unacceptable or bad conduct could warrant
imposing disciplinary action that is more severe than suspension but less
severe than termination. An acceptable alternative disciplinary action for this
type of conduct can be demotion in lieu of termination.
Provided the employee is qualified, a funded vacancy exists, and the Department
Director believes that demotion would be a more appropriate disciplinary action
than termination; the employee may be involuntarily demoted to another position
which may be in a lower pay grade or transferred to another job within the
employee’s functional unit. In either case the demotion in pay and/or grade would
require a minimum ten percent (10%) reduction in base pay. For all employees,
except Airport Employees, prior to demotion, the proposed action must be
reviewed and approved by the Director of Human Resources.
5) Termination
Termination from employment is the most severe form of discipline. It is
normally used when an employee has been disciplined repeatedly and commits
yet another infraction. It may also be used when the employee has committed any
infraction that falls outside progressive discipline, regardless of disciplinary
history. For every termination (except for Airport Employees) the “Notice of
Proposed Termination” form should be filled out completely by the Department
Director and should be delivered to the HR Director for review and processing.
Except for Airport Employees, the request for termination will be
approved/disapproved by the HR Director who will issue a final “Notice of
Decision.” For Airport Employees, the Airport Executive Director will issue a
final “Notice of Decision” with respect to terminations and will deliver such form
to the HR Director for such terminations to be processed.
Section 300.012 Discipline Guidelines and Procedure
1. An employee for whom formal disciplinary action (i.e. written reprimand, PIP,
suspension, demotion, or termination) is being considered should, when possible, be
allowed notice prior to imposition of such action by the use of the “Notice of
38
Version 1-26-2015
Proposed Disciplinary Action” form. The employee will have five (5) working days
in which to respond in writing or orally to the Department Director explaining why
the action should not be taken. Failure to respond within that period will not delay
administering of the disciplinary action.
2. Suspensions (for any reason), terminations, and demotions are permanent actions and
will be retained in the official personnel file indefinitely.
3. Any disciplinary action recommending a suspension, demotion, or termination must
be in writing and must be approved by the HR Director prior to disciplinary action
being imposed. This requirement is not applicable to Airport Employees as all
disciplinary actions of such employees shall be made by the Airport Executive
Director or his/her designee.
6. An effective discipline program is characterized by the uniform application of rules
and regulations. Generally, like offenses should result in similar disciplinary actions.
At the same time, the supervisor administering the discipline may consider additional
factors such as years of service and internal consistency.
5. It is recognized that similar offenses may result in different disciplinary actions,
depending on work history, circumstances, and the severity of the offense. For
example, an employee who is charged with “absence without approved leave”
(AWOL) for a two-week absence may be terminated while an employee who is
charged with AWOL for a two-hour absence may only receive a one-day suspension.
Both employees are charged with the same offense, but receive different disciplinary
actions.
6. Other factors that may influence the severity of disciplinary action include, but are not
limited to, the following: the length of the employee’s service, the quality of the
employee’s service, the cost involved, and the cooperation of the employee in the
investigation of the specific incident. Ensuring that disciplinary actions are
administered in a fair, consistent, and non-discriminatory manner is ultimately the
responsibility of the HR Director (Airport Executive Director for Airport Employees).
7. An employee may not be punished more than once for the same offense by any other
management official of Augusta, Georgia. Previous offenses may, however, be taken
into account when considering future discipline. Disciplinary actions by law
enforcement or any other outside agency does not prohibit Augusta, Georgia from
also taking disciplinary action. For example, if an employee is issued a citation by
law enforcement during the investigation of an “at fault” accident, this does not
prohibit Augusta, Georgia from imposing disciplinary action as well.
8. In determining the proper level of disciplinary action, which would be suitable to a
particular offense, refer to the “Recommended Guidelines for Disciplinary Actions.
This Table of Guidelines (Table I) provides examples of misconduct but may not be
all-inclusive. Augusta, Georgia has the right to discipline an employee for offenses
39
Version 1-26-2015
not specifically listed. If an act or violation is of a very serious nature, intermediate
levels of progressive discipline may be bypassed with more severe penalties imposed.
9. In addition to a thorough narrative with any supporting evidence as necessary,
supporting the reason(s) for the charges or offense in question, the Department
Director should cite any applicable “Violation Reference” code found on the table of
guidelines. (HR-ER Form). More than one reference may be cited in making record
of the disciplinary action. The specific action or punishment to be taken is at the
discretion of the Department Director; particularly egregious violations may bypass
the progressive discipline process.
Note: The Personnel Board shall consider only Appeals of employees as it relates of
dismissals or terminations. For non-Airport Employees, decisions of the Personnel
Board may be appealed to the Administrator. Airport Employees do not have the
right to appeal to the Personnel Board.
Review and Approval Process for non-Airport Employees
Formal
Discipline Submitter Approver Time to
Appeal 1st Appeal 2nd Appeal
Written
Reprimand
Supervisor/
Manager
Department
Director 5 Days HR Director None
PIP
Supervisor/
Manager
Department
Directors 5 Days HR Director None
1-3 Days
Suspension
Supervisor/
Manager
Department
Director
5 Days
HR
Director
None
4 Days or
more
Suspension
Department
Director
HR
Director
5 Days
Administrator
None
Demotion
Department
Director
HR
Director
5 Days
Administrator
None
Termination
Department
Director
HR
Director
5 days
Personnel
Board
Administrator
40
Version 1-26-2015
1. If the actions necessary are not time-sensitive, the supervisor shall notify the
employee (Notice of Pending Disciplinary Action” form) that formal disciplinary
action, i.e. suspension, demotion, or termination, is being considered. This
notification shall provide facts and a description of the alleged infraction(s) and the
consequences under consideration. The employee shall be given five (5) working
days in which to provide a written response to the Department Director, with a copy
to HR, showing cause as to why disciplinary action should not be taken.
2. When a regular employee is charged with misconduct that serves as a basis for
termination or demotion, the Department Director may (but is not required to) place
the employee on up to three (3) days Administrative Leave with pay. The
administrative leave will be unpaid if the employee is otherwise unavailable to
perform his or her job duties or if unpaid Administrative Leave is approved by the
HR Director (or Airport Executive Director for Airport Employees).
3. Infractions of a serious nature may require prompt action, not allowing for advance
notification. Any written communication from the employee will permanently
accompany the relevant disciplinary action.
4. The Department Director must coordinate with the HR Director to assure procedural
compliance prior to issuance of any proposed or final decision. Within ten (10)
workdays of receipt of the employee’s written response, the Department Director or
HR Director will decide and issue the disposition in the matter using the “Notice of
Final Decision Form HR-ER IV.”
8. Upon receipt, the employee should sign and date a “Receipt Acknowledged” of
Notice of Final Decision. A copy of all documentation associated with the case will
be furnished by the Department Director to the HR Department for filing in the
Official Personnel File.
Section 300.013 Appeal of Submitted and Approved Discipline
1. In order to remain timely, the request from the employee for an Appeal to the HR
Director, Administrator or Personnel Board, must be written, signed and filed in the
HR Department within five (5) business days of the employee receiving notice of the
recommended disciplinary action, or Final Decision by the Department Director, HR
Director, or Airport Executive Director (if applicable). The effect of an employee’s
failure to request an Appeal within this five (5) day period is the waiver of their right
to appeal the recommendation, action or decision and a failure on their part to exhaust
their administrative remedies. In such instances, the recommendation for discipline
made by the Department Director (or manager) or the Final Decision made by the HR
Director (or Airport Executive Director) shall become a Final Decision which is not
appealable.
41
Version 1-26-2015
2. For non-Airport employees, a written statement by the employee specifically
referencing suspension, demotion, or termination and providing their reasons, to
include any relevant documentation, for recommending the disciplinary action be
overturned, shall be forwarded to the HR Director. The HR Director will review the
documents for timeliness and completeness and, if a timely appeal is made, shall
forward a copy of the request to the next appeal level within ten (10) working days of
receiving the request.
3. For suspensions of four (4) or more days, demotions, and terminations, the HR
Director or designee (Airport Executive Director for Airport Employees) shall hold
an administrative review conference at which time the employee shall be authorized
to present information that is pertinent to the charges on his or her behalf. (For
suspensions of 1 to 3 days, the Department Director or designee shall hold an
administrative review conference). If an employee wishes to have an attorney present
at this conference, said employee must inform the decision maker of such intentions
at least forth-eight (48) hours prior to the conference. The HR Director (or Airport
Executive Director) may seek legal representation from the Law Department in any
such conference or Personnel Board Hearing irrespective of whether the employee
has requested an attorney or not.
4. The final decision maker for all disciplinary matters shall render a decision based on
all of the relevant information and the employee shall be notified of the final decision
in writing.
Section 300.014 Appeals to the Personnel Board: Terminations Only
Note: Only full-time regular, non-Airport employees may appeal Terminations. SES,
probationary, and temporary employees may not appeal to the Personnel Board.
1. The employee shall have five (5) business days from notification by the HR Director
to appeal a termination or dismissal (Form HR-ER V) via the HR Department to the
Personnel Board.
2. Upon receipt by the HR Director of a timely written request for appeal of termination
by the employee, Human Resources will, within ten (10) working days, submit all
documentation, including a statement of charges, to the Personnel Board.
3. At its next scheduled meeting, the Personnel Board will hold an open hearing and
receive evidence in relation to the Appeal in accordance with the bylaws of the
Personnel Board.
4. The employee or agents of the employee may not contact or have discussions with
any member of the Personnel Board regarding the Employee’s hearing, the facts
42
Version 1-26-2015
surrounding the hearing, or the Employee’s character outside the confines of the
hearing while the Employee’s appeal is pending. The employee’s failure to comply
with this regulation will result in the Employee’s appeal being denied and the
decision of the Human Resources Director being upheld.
5. If an employee wishes to have an attorney present at the Personnel Board hearing,
said employee must inform the HR Director of such intention at least forty-eight (48)
hours prior to the hearing. The HR Director may seek legal representation from the
Law Department in any Personnel Board Hearing irrespective of whether the
employee has requested an attorney or not.
6. If an employee has a conflict which will not allow the employee to attend the open
hearing and needs to reschedule the date of the open hearing concerning their
employment to the next regularly scheduled meeting of the Personnel Board, the
employee must provide at least forty-eight (48) hours notice of the need to reschedule
and must provide written verification of the conflict to the Director of Human
Resources at least twenty-four (24) hours before the scheduled open hearing. Failure
to provide adequate notice or written verification of a conflict will result in the open
hearing to proceed as scheduled. If an employee fails to attend the scheduled open
hearing, the employee’s appeal will be denied and the decision of the Human
Resources Director will be upheld.
7. Within ten (10) working days of the hearing, a written decision will be rendered by
the Personnel Board. Such decision shall contain a descriptive statement by the
Chairman of the Personnel Board describing the reasons the Board rendered the
decision it made.
8. The HR Department will notify the employee in writing of the decision of the
Personnel Board.
43
Version 1-26-2015
Table I Recommended Guidelines For Disciplinary Actions
LEGEND:
L = Letter of Warning S = Suspension
W = Written Reprimand T = Termination
Reference Infraction
Category
First
Offense
Second
Offense
Third
Offense
Fourth
Offense
IN-1 Disregard for or willful failure to
follow the written instruction or
direction of a supervisor or higher
authority
Insubordina
tion
W S/T T
IN-2 Abusive verbal conduct directed at
a supervisor within the employee’s
chain-of-command.
Insubordina
tion
W/S S/T T
IN-3 Failure to work overtime, special
hours, or special shifts or be on
stand-by, as directed
Insubordina
tion
W-S S/T T
ND-1 Violation of any Augusta, Georgia,
department or division rule or
directive
Neglect of
Duty
L W S T
ND-2 Inability to perform up to accepted
work standards
Neglect of
Duty
L W S T
ND-3 Habitual tardiness, unscheduled
absence (six (6) or more in a 180
day period), absenteeism, and/or
abuse of leave privileges
Neglect of
Duty
L W S T
ND-4 Willful neglect in performance of
duties
Neglect of
Duty
W/S S/T T
ND-5 Job abandonment for 3 consecutive
scheduled workdays, or 2
consecutive 24-hour shifts.
Neglect of
Duty
S/T T
ND-6 Leaving the assigned work area
during regular working hours
without permission or until
relieved.
Neglect of
Duty
L W S T
ND-7 Absence without approved leave,
including failure to call in or report
an absence to a supervisor the day
the absence begins.
Neglect of
Duty
W S T
44
Version 1-26-2015
Reference Infraction Category
First
Offense
Second
Offense
Third
Offense
Fourth
Offense
ND-8 Being identified as “at fault” in an
accident or collision by the Safety
Review Committee while the
operator of Augusta, Georgia
vehicle or piece of equipment.
Neglect of
Duty
See
SRC
Penalty
Matrix
See
SRC
Penalty
Matrix
See
SRC
Penalty
Matrix
ND-9 Failure to maintain licenses,
certifications and/or other
professional credentials required for
employment or failure to notify
appropriate Augusta, Georgia
officials of their loss, suspension, or
revocation.
Neglect of
Duty
S/T T
ND-10 Suspension or revocation of Driver
License or Commercial Driver
License (CDL) if it is required for
the performance of job duties.
Neglect of
Duty
W/S/T S/T T
ND-11 Willful or negligent violation of a
safety policy, which results in
property/equipment damage or
personal injury.
Neglect of
Duty
W/S/T S/T T
ND-12 Violating a safety rule or practice or
any conduct which could endanger
a co-worker or member of the
public.
Neglect of
Duty
W/S/T S/T T
ND-13 Operating, or directing the
operation, of an Augusta, Georgia
vehicle or equipment without
proper qualifications or
supervision.
Neglect of
Duty
W S T
ND-14 Failure to immediately report any
on-the-job accident to a supervisor
or member of the chain-of-
command.
Neglect of
Duty
W S T
ND-15 Failure to report to the Department
a subpoena or request for
information from a law firm that
relates to Augusta, Georgia
business.
Neglect of
Duty
L W S T
45
Version 1-26-2015
Reference Infraction Category
First
Offense
Second
Offense
Third
Offense
Fourth
Offense
ND-16 Possession or sale of alcohol or
illicit drugs on Augusta, Georgia
property (including vehicles).
Neglect of
Duty
T
ND-17 Working under the influence of
alcohol or illicit drugs.
Neglect of
Duty
T
ND-18 Violation of traffic laws while
operating Augusta, Georgia vehicle,
i.e. speeding, running traffic control
device, failure to yield, etc.
Neglect of
Duty
L W S T
ND-19 Motor Vehicle Record review with
10 points or more – impact on
driving privileges
Neglect of
Duty
T
ND-20 Violation of FAA/TSA regulations
or rules
Neglect of
Duty
W/S/T W/S/T W/S/T W/S/T
EV-1 Fraud, waste, and/or abuse of
Augusta, Georgia property or time.
Ethics
Violation
W/S/T S/T T
EV-2 Falsification or misrepresentation
of an official document or record.
Ethics
Violation
W/S/T S/T T
EV-3 Falsification or misrepresentation
of any portion of a job application.
Ethics
Violation
W/S/T S/T T
EV-4 Violation of Augusta, Georgia
policies relating to impartiality, use
of public property, conflict of
interest, disclosure or
confidentiality.
Ethics
Violation
W S T
EV-5 Conviction of a felony, a
misdemeanor conviction involving
moral turpitude, or any
misdemeanor while in the
performance of Augusta, Georgia
duties.
Ethics
Violation
S/T T
46
Version 1-26-2015
Reference Infraction Category
First
Offense
Second
Offense
Third
Offense
Fourth
Offense
EV-6 Unauthorized possession of
firearms, explosives, or weapons on
Augusta property.
Ethics
Violation
W/S/T S/T T
EV-7 Unauthorized vending or
solicitation on property or from
Augusta, Georgia vehicle.
Ethics
Violation
L W S T
EV-8 Attempting to coerce or influence a
member of the public, fellow
employees, subordinates or
supervisor with gifts, services, loans
or other consideration OR receipt of
a fee, gift, or valuable item when
such is given or accepted in the
expectation of receiving a favor or
preferential treatment.
Ethics
Violation
S T
EV-9 Directing or permitting a
subordinate to violate any rule,
policy or regulation, whether
explicit or condoned through
inaction.
Ethics
Violation
W/S S/T T
EV-10 Engaging in any employment,
activity or enterprise which is
illegal, incompatible, or in technical
conflict with the employee’s duties
and responsibilities as Augusta,
Georgia employee.
Ethics
Violation
S/T T
EV-11 Engaged in outside employment
activity while using sick leave,
worker’s compensation leave, or
catastrophic leave.
Ethics
Violation
T
EV-12 Intentional destruction, theft or
unauthorized removal of Augusta,
Georgia property or assets for
personal use.
Ethics
Violation
W/S/T S/T T
47
Version 1-26-2015
Reference Infraction Category
First
Offense
Second
Offense
Third
Offense
Fourth
Offense
EV-13 Intentional destruction, theft
(including stealing time) or
unauthorized removal, possession
or use of Augusta, Georgia
property, tools or equipment
without consent.
Ethics
Violation
W/S/T S/T T
EV-14 Violation of Augusta, Georgia’s
discrimination and/or unlawful
harassment policies.
Ethics
Violation
W/S/T S/T T
EV-15 Gross misconduct to include, but
not limited to, physical violence,
threats of physical violence or
engaging in offensive conduct or
language toward the public,
supervisory personnel, or fellow
employees.
Ethics
Violation
S/T
EV-16 Membership in any organization
that advocates the overthrow of the
Government of the United States by
force or violence.
Ethics
Violation
T
EV-17 Misconduct which undermines
supervisory authority, productivity,
or morale.
Ethics
Violation
W S T
EV-18 Off duty conduct (e.g. conviction of
a felony) which reflects very
unfavorably upon the image and
ethical standards of Augusta,
Georgia as an employer.
Ethics
Violation
W/S/T S/T T
WE-1 Violation of Augusta, Georgia
Internet Use Policies (e.g. social
media, pornographic sites, etc.)
Work
Ethics
Violation
W/S/T S/T T
WE-2 Violation of Augusta, Georgia
Email Policies (e.g. Passing on
inappropriate chain emails and non-
work related content, etc.) and/or
excessive personal email/web time.
Work
Ethics
Violation
W/S/T S/T T
WE-3 Unauthorized use of Augusta,
Georgia vehicles or equipment on
or off-duty.
Work
Ethics
Violation
W S T
48
Version 1-26-2015
CHAPTER V.
COMPENSATION
A. GENERAL
Authority of the Administrator – The Administrator shall have the authority to
approve all classifications, reclassifications, reorganizations, pay adjustments up to
fifteen percent (15%) of base pay and final decision authority of classification
appeals. The Administrator shall be responsible for any pay disparities or inequities
created as a result of this authority.
Section 500.001 Compensation Philosophy
Augusta, Georgia is committed to a results-oriented government that provides
efficient and accountable government services.
Our goal is to attract, retain and motivate committed, hard-working, creative and
thoughtful employees who support our mission to meet and exceed the expectations
of our community, not only in service delivery but in building a better place for all of
us to live and work. The main focus of the compensation philosophy is to increase
productivity, maximize efficiency and improve overall service level for Augusta,
Georgia citizens. For our employees, that means we are committed to:
Providing opportunities for our employees to grow and develop their skills,
knowledge, and their careers.
Ensuring individual accountability for performance and results.
Communicating openly with our employees about our organization/mission, our
successes and our failures, and opportunities for us to do things better.
Providing a competitive total compensation package.
The total compensation program at Augusta, Georgia is designed to assist us in
creating and supporting a high-performance, responsive and competitive organization.
The total compensation program is made up of salary/wages and benefits.
In order to accomplish these goals and to ensure that the compensation program is
consistent with its direction, stated mission, and goals, Augusta, Georgia government
commits to the pay philosophy statements as follows:
Augusta, Georgia’s total compensation philosophy is to provide pay and benefits
sufficient to attract and retain the qualified and skilled employees to accomplish
Augusta, Georgia’s strategic plan:
49
Version 1-26-2015
1. Position total compensation (pay and benefits) to be aimed at midpoint of the
market;
2. There are conditions where exceptions may be necessary, in situations such as -
Recruiting the desired level of talent in certain jobs is a sustained problem and
results in negative impacts to the organization;
Retention issues, including succession and turnover;
Significant changes in the economy or marketplace; and
Internal anomalies in alignment, disparities or inconsistencies.
Pay programs are intended to be competitive at a minimum with the average pay of
benchmark organizations in the primary labor market. The primary labor market is
currently defined as those counties or city governments that are of comparable size in
terms of revenue, number of full time employees, etc. in the southern part of the U.S
where Augusta, Georgia competes for talent acquisition. Airports that are of
comparable size in terms of revenue, number of full time employees, etc. are the
primary labor market for the Augusta Regional Airport. A list of such comparable
organizations in the labor market shall be maintained in Human Resources.
a. As deemed necessary, the Human Resources Director may recommend that other
comparators should be used where information from the primary labor market is
considered insufficient to attract and retain specific positions or classes.
b. Augusta, Georgia shall adopt a pay for performance policy. The pay for performance
policy is designed to recognize job performance and requires annual approval by
Augusta, Georgia’s Board of Commissioners. The decision to provide employees a
performance increase is contingent upon an overall performance appraisal rating and
availability of funds.
c. Nothing in this compensation philosophy statement should be construed as a required
benefit in the event that Augusta, Georgia experiences a decline in revenue or a revenue
growth lower than the projected increase in expenses.
d. As part of Augusta, Georgia’s Compensation strategy, the salaries of representative
benchmark classes for all occupational groups shall be compared to the minimum and
maximum salaries, with a focus on the mid-point, of the benchmark jurisdictions.
e. The benchmark matches are also reviewed and validated annually by the participating
jurisdictions. This will allow the Compensation Administration team to capture on-going
50
Version 1-26-2015
evolutionary changes occurring within these occupations and provide a meaningful basis
to make market rate comparisons.
f. The remaining job classifications that were not selected as a benchmark job shall be
“linked” to one of the selected benchmark classes. This process will allow HR to affect
both the benchmark class and any classes “linked” to a benchmark class when survey
results indicate a pay adjustment is necessary.
g. In determining the appropriate linkages, input will be obtained from Department
Directors within the organization. The list of benchmark classes and linked classes shall
be reviewed and updated as new classes are established or abolished in order to maintain
accurate and timely data.
h. When determining Augusta, Georgia’s market competitiveness, a market ratio (comp-a-
ratio) shall be utilized. Augusta, Georgia’s relationship to the market is shown as the
market ratio that falls below or rises above 100%. Job classes with a market ratio of less
than 90% are considered to be below the market. If an adjustment is authorized based
upon the survey results, the grade for the benchmark class(es) plus the linked class(es)
would be adjusted to minimally place the class(es) within the acceptable threshold of
ninety to one hundred and ten percent (90-110%).
i. In all instances, for benchmark jobs, information for an assessment of pay
competitiveness will be ascertained through reliably current published compensation
survey data.
j. Every two (2) years, the Human Resources Director will conduct a market study of
benchmark positions to determine the competitive posture of the organization, and
propose a plan of action, if needed, to bring any positions or classes into competitive
alignment. At any time the Human Resources Director determines that one or more
particular classes need to be reviewed more frequently than once every two (2) years,
necessary action may be taken to assess the market position of such classes without
consulting the Commission. The Administrator’s approval is required to conduct such
classes’ market study.
Section 500.316 Compensation Inaccuracies and Corrections
It is our policy and practice to accurately compensate employees and to do so in
compliance with all applicable state and federal laws. To ensure that you are paid
properly for all time worked and that no improper deductions are made, you must record
correctly all work time and review your paychecks promptly to identify and to report all
errors.
51
Version 1-26-2015
Review Your Pay Stub
We make every effort to ensure our employees are paid correctly. Occasionally,
however, mistakes can happen. When mistakes do happen and are called to our attention,
we will promptly make any corrections necessary. Please review your pay stub when you
receive it to make sure it is correct. If you believe a mistake has occurred or if you have
any questions, please use the reporting procedure outlined below.
Non-exempt Employees
If you are classified as a non-exempt employee, you must maintain a record of the total
hours you work each day. These hours must be accurately recorded on a time card that
will be provided to you by your supervisor. Each employee must sign his or her time
card to verify that the reported hours worked are complete and accurate. Your time card
must accurately reflect all regular and overtime hours worked, any absences, late arrivals,
early departures and meal breaks. At the end of each week, you should submit your
completed time card to your supervisor for verification and approval. When you receive
each pay check, please verify immediately that you were paid correctly for all regular and
overtime hours worked each work week.
Unless you are authorized by your supervisor, you should not work any hours that are not
authorized. Do not start work early, finish work late, work during a meal break or
perform any other extra or overtime work unless you are authorized to do so and that time
is recorded on your time card. Employees are prohibited from performing any "off-the-
clock" work. "Off-the-clock" work means work you may perform but fail to report on
your time card. Any employee who fails to report or inaccurately reports any hours
worked will be subject to disciplinary action, up to, and including, discharge.
It is a violation of Augusta, Georgia policy for any employee to falsify a time card, or to
alter another employee's time card. It is also a serious violation of Augusta, Georgia
policy for any employee or manager to instruct another employee to incorrectly or falsely
report hours worked or alter another employee's time card to under- or over-report hours
worked. If any manager or employee instructs you to (1) incorrectly or falsely under- or
over-report your hours worked, or (2) alter another employee's time records to
inaccurately or falsely report that employee's hours worked, you should report it
immediately to the Human Resources Department.
Exempt Employees
If you are classified as an exempt salaried employee, you will receive a salary that is
intended to compensate you for all hours you may work for Augusta, Georgia. This
salary will be established at the time of hire or when you become classified as an exempt
employee. While it may be subject to review and modification from time to time, such as
52
Version 1-26-2015
during salary review times, the salary will be a predetermined amount that will not be
subject to deductions for variations in the quantity or quality of the work you perform.
Under federal and state law, your salary is subject to certain deductions. For example,
absent contrary state law requirements, your salary can be reduced for the following
reasons:
Full day absences for personal reasons
Full day absences for sickness or disability
Full day disciplinary suspensions for infractions of our written policies and procedures
Family and Medical Leave absences (either full or partial day absences)
To offset amounts received as payment for jury or witness fees or military pay
The first or last week of employment in the event you work less than a full week
Your salary may also be reduced for certain types of deductions such as your portion
of health, dental or life insurance premiums; state, federal or local taxes, social
security; or, contributions to a pension plan. In any work week in which you
performed any work, your salary will not be reduced for any of the following reasons:
Partial day absences for personal reasons, sickness or disability
Your absence on the day before or after a paid holiday or because the facility was closed
on a scheduled work day
Absences for jury duty, attendance as a witness, or military leave in any week in which
you have performed any work
Any other deductions prohibited by state or federal law
Please note: It is not an improper deduction to reduce an employee's accrued
vacation, personal or other forms of paid time off for full or partial day absences for
personal reasons, sickness or disability.
To Report Concerns or Obtain More Information
If you have questions about deductions from your pay, please immediately contact
Human Resources. If you believe you have been subject to any improper deductions or
your pay does not accurately reflect your hours worked, you should immediately report
the matter to your supervisor. If the supervisor is unavailable or if you believe it would
be inappropriate to contact that person (or if you have not received a prompt and fully
acceptable reply), you should immediately contact the Director of Human Resources in
53
Version 1-26-2015
Room 601 of the Municipal Building or at (706) 821-2303, the Manager of Payroll, or
any other supervisor with whom you feel comfortable. If you are unsure of who to
contact if you have not received a satisfactory response within five business days after
reporting the incident, please immediately contact the Administrator in Room 801 of the
Municipal Building or at (706) 821-2400.
Every report will be fully investigated and corrective action will be taken where
appropriate, up to and including discharge for any employee(s) who violate this
policy. In addition, Augusta, Georgia will not allow any form of retaliation against
individuals who report alleged violations of this policy or who cooperate in Augusta,
Georgia's investigation of such reports. Retaliation is unacceptable, and any form of
retaliation in violation of this policy will result in disciplinary action, up to, and
including, discharge.
CHAPTER VIII.
EMPLOYMENT, RECORDS & HRIS
Section 800.001 Authority of the Administrator
The Administrator shall have final authority regarding all employment issues (including, but not
limited to, hiring, firing, position classifications, discipline, and organization), except for those
pertaining to department directors or employees who report directly to the Commission.
Additionally, the Executive Director of the Augusta Regional Airport, rather than the
Administrator, has final authority over hiring, firing, and discipline of Airport Employees so long
as such decisions are made within the confines of this PPPM. “Airport Employee” is an
employee subject to the authority of the Augusta Aviation Commission.
Section 800.004 Position Management
Purpose
The Position Management Program (PMP) is the formal system for identifying and defining
positions in Augusta, Georgia to assure compliance with Augusta, Georgia’s budget program and
availability of funds. A position is a specific functional job within Augusta, Georgia. The PMP
is divided into two distinct components.
54
Version 1-26-2015
i) A unique position numbering system will provide controls for authorized and
recognized positions. The unique number for each position will easily identify the
Human Resources criteria of several programs critical to each position.
ii) The PMP will provide a formal approval process for positions to be included in the
budget program and a means for tracking the status of these positions in relationship
to the availability of funds.
Position Numbering and Control
Each position in the Augusta, Georgia Classified Service will be assigned a Personnel Control
Number (PCN). Utilizing a series of alpha-numeric fields, essential information unique to that
position can be readily obtained. The PCN is divided into three basic subgroups -
i) Position Identifier - This is the basic identifying sequence for the job position. It
consists of four fields that will include the job classification code, the department and
division to which it is assigned, and a sequence number. No two Position Identifiers
will be the same.
ii) Supplemental Data - The next section of the PCN is a series of fields which will allow
Human Resources to identify the following - Exempt/Nonexempt as defined by the
Fair Labor Standards Act
Position control is a system of tracking information based upon positions rather than employees
to create a framework of positions for all jobs within Augusta, Georgia without regard to whether
or not they have an incumbent in a specific job. As incumbents grow and change jobs within
Augusta, Georgia, their job title, salary and other attributes may change, but the position the
incumbent was in will likely still exist and will be maintained. Position control will allow
Augusta, Georgia to track the history of the position, track vacancies, and track positions filled
with temporary and contract workers. The system will bridge the gap between typical employee
information (HRIS) and position information (Budgets).
Position Tracking
Position tracking refers to a system of tracking information based upon a unique position ID
number with the primary purpose of managing positions more precisely and thus enable more
accurate monitoring of the approval process. Approved/funded positions will be tracked as
authorized. Positions that are not approved/funded will be tracked as recognized. Recognized
positions will be included on the official departmental organizational charts maintained by the
Human Resources Department, and if future funding becomes available and approved, they may
be moved to authorize status. The system can also track vacancies, over filling, under filling and
full-time equivalents (FTE). Position titles will include the official title as approved by the
55
Version 1-26-2015
approval process and the organization title (e.g., Equipment Operator II may be known in the
department as Bush Hog Driver).
Position Approval Process
The approval process for hiring of all non-Airport positions will be the Department Director,
Human Resources Director, Finance, and the Administrator. The Airport Executive Director will
approve the hiring of all Airport Employee positions.
i) Existing Authorized Positions - The Department Director shall forward a Personnel
Action Form (PAF) to the Human Resources Department. Human Resources will
verify that the salary is within guidelines and forward to OMB to verify funding. The
verified PAF will then be forwarded to the Administrator for approval and returned to
Human Resources for normal processing.
ii) New Positions - The Department Director will forward a Position Description draft
and a revised organizational chart to the Human Resources Department. This will
document the concept of the position. The Classification/Compensation
Administration will perform the job analysis, determine whether or not the position
should be in the classified or unclassified, and assign a salary grade. The allocation
request will then be forwarded to Finance and the Administrator for verification of
funding and approval.
(a) If funded and approved, the position will be placed into the employment
process pursuant to the relevant Policies and Procedures.
(b) If not funded or approved, the position will be marked as recognized and
returned to the Classification/Compensation Section for recording prior to
returning to the Department. Recognized positions will be suspended for
possible future funding or future budget years.
Administration
The Human Resources Director or his/her designee shall have responsibility for the
implementation and administration of the Position Management Program.
Section 800.010 Qualifications and Requirements
Qualifications are the education, experience, competencies, skills, abilities, knowledge, and other
attributes determined most likely to predict successful job performance in a position or group of
positions with similar requirements and levels of responsibilities. Acceptable background
information and driving record, when required, are included in the attributes necessary to meet
56
Version 1-26-2015
minimum qualifications. Documentation of education, certification and veteran status must be
provided to Human Resources prior to employment.
All positions in the classified service shall be open only to persons who meet such requirements
as are listed on the public announcement of the vacancy. Such requirements may include but are
not limited to the following factors - experience, education, and training. Applicants considered
for employment/rehire will be screened for illegal drugs as a part of the employment process.
Applicants will also be subject to a complete background and reference check by the Human
Resources Department as well as review of any relationships prohibited by the nepotism policy.
Applicants for Firefighter positions in the Fire Department and Airport Fire Department will be
required to meet such physical standards (including without limitation height and weight
standards) as may be established by the applicable Fire Department. (Such standards are set forth
in the Augusta, Georgia Fire Department Operations Manual (the "Manual")). Airport Fire
Department applicants must also comply with Federal Aviation Administration (FAA)
Regulations FAR Part 139 and related regulations. Applicants for Firefighter positions in the
Fire Department and Airport Fire Department will also be required to meet all standards and
requirements of the State of Georgia for employment of Firefighters, including without limitation
the "Employment Requirements" of the Georgia Firefighter Standards and Training Council. A
copy of these requirements is maintained by both the Human Resources Department and the Fire
Department and may be reviewed upon request.
Applicants for Firefighter positions in the Fire Department and Airport Fire Department will also
be required to pass such written examinations, physical examinations, agility tests, and such
other requirements as may be required by the applicable Fire Department. See also “Fire Fighter
I – Recruitment Procedures” below.
Section 800.011 Fire Fighter I – Recruitment Procedures
Eligibility Requirements - To apply for the position of firefighter, you must -
a) Be at least 18 years of age;
b) Have a High school diploma or equivalent ;
c) Have a valid driver's license and a good driving record;
d) Have a honorable discharge, if any, from the military; and
e) Meet the medical requirements set forth in NFPA 1582.
Disqualifiers may include, but are not limited to, the following -
a) Admission and/or conviction of a felony offense within the past (10) years;
57
Version 1-26-2015
b) Admission and/or conviction of a misdemeanor involving moral turpitude;
c) Admission, conviction, or positive test indicating illegal drug use within the past 12
months;
d) Admission or conviction of the sale of drugs;
e) Admission, conviction, or positive tests indicating certain drug use and/or patterns of
drug use;
f) Anything other than an honorable discharge from the military;
g) Admission, conviction, or other evidence of a pattern of theft; or
h) Admission or conviction of DUI (driving under the influence) within the last 5 years.
Hiring Procedures
1. Fire Department Interest Form - When not conducting active recruitment, interested
persons may complete a “Job Interest Card”. These are available on the
www.augustaga.gov/employment.
2. Applications - Persons who have completed interest forms are e-mailed a notification
that they now need to complete an online employment application. Once recruitment is
open, a position will be advertised for no less than 30 calendar days.
3. Entrance Exam - All applicants are scheduled to take the Entrance Examination. (The
exam is a nationally validated examination.) This exam is based on general knowledge,
measuring numerous abilities. A passing score is required to progress from the Entrance
Exam to the Agility Test. The Entrance Examination will not be scored on the day of the
test, notification will be sent to applicants advising their results as either passing or
failure. In addition, any applicant for the Airport Fire Department shall have a working
knowledge of the Airport and airport firefighting procedures.
4. Background Check and Pre-employment Screening - Candidates must consent to a
background examination. Candidates will be given a detailed background questionnaire
packet at the Entrance Exam. This form is to be returned to Fire Administration (or to the
Airport Marshal’s Department for Airport Fire Department applicants) as quickly as
possible.
5. Agility Test - Candidate Physical Ability Test (CPAT) - All applicants who successfully
complete the entrance exam will progress to the CPAT. A CPAT video will be made
available to all applicants on the August website under Human Resources. Applicants
will be provided the opportunity to practice the CPAT for a minimum of two weeks prior
to the test date. Upon arriving for this test, applicants must sign a waiver to participate in
58
Version 1-26-2015
the CPAT. With all forms submitted, the applicant is allowed to attempt the CPAT.
Applicants are notified of their status (pass/fail) in this segment of the process before they
leave the drill yard.
6. Acrophobia Test - All applicants who successfully complete the Entrance Exam and
Agility Test will progress to an acrophobia test. The applicant must sign a fitness
acknowledgement and certification that they possess the physical and mental attributes
necessary to perform the tasks required to participate in this exam. This exercise tests for
fear of heights and leg and hand coordination. The applicant, with a life safety belt on,
must climb the ladder to the top, without stopping and without placing both feet on the
same rung at the same time, once at the top hook the safety snap ring around the second
rung from the top of the ladder, lean back taking the slack out of the safety belt and clap
the hands three (3) distinct and separate times over the head. Unhook the safety belt and
descend the ladder to the bottom without stopping. MAXIMUM TIME - Five (5)
Minutes. EQUIPMENT NEEDED - Applicant wears helmet, gloves and ladder belt.
Applicants for positions at the Airport Fire Department shall also be required to pass the
physical agility test approved for and required by the Georgia Firefighter Standards and
Training Council (GFSTC).
7. Applicant Interview - Applicants who successfully complete all tests are scheduled for a
structured interview before a five (5) member diverse panel to include women and
minorities of various ranks from the Fire department. Human Resources and/or EEO will
be present.
8. Candidates List - Candidates who obtain passing status on the Eligibility Exam,
normally a score of 70 or better, and pass all other requirements are then placed on an
eligibility list by grouping. The grouping is based upon total points from the exam, and
the candidate interview in the following categories -
a. Highly Qualified “HQ” (Top 20% to include ties)
b. Basic “BQ” (Middle 60 %)
c. Minimally Qualified “MQ” (Bottom 20% to include ties)
9. Eligibility List - Candidates successfully moving beyond the background check will be
placed on an eligibility list for consideration in hiring. This list may be used for
consideration in selection for up to one year from the test date.
10. Applicant Referral list - Depending on the number of vacancies, a list of referred
candidates will be forwarded to the Fire Department for hiring consideration. E.g., if the
Fire Department has five vacancies, HR may refer the top 10 candidates in alphabetical
59
Version 1-26-2015
order for selection. The applicants that are not selected will be returned to the eligibility
list.
11. Conditional Offer of Employment - As the department needs to fill vacancies,
candidates are scheduled from the eligibility list for a conditional offer of employment.
The candidates are to be selected from the “HQ” list first. If there are less than (3)
candidates on the “HQ” list, candidates can be considered from the “BQ” list. If there are
less than (3) candidates on the “BQ” list, candidates may be considered from the “MQ”
list or the position can be re-advertised.
12. Drug Test Screening - Within 24 hours of the conditional offer of employment, a drug-
screening test must be conducted and provide negative results.
13. Post Offer/Pre-Employment Medical Examination - Selected candidates will be
scheduled for a complete Firefighter pre-employment medical examination. A trained
physician experienced in Firefighter medical exams will conduct this exam. These exams
are conducted to meet the NFPA 1582 standard. This standard can be read in detail at
www.nfpa.org.
14. Employment - Firefighter must continue to meet the NFPA 1582 and NFPA 1001
standards and must successfully complete an annual physical and performance review.
Firefighter will also be required annually to pass the minimum performance standards as
adopted by the commission. Firefighters that do not meet these minimum requirements
of the position will be subject to the Minimum Standards progressive discipline policy
outlined below -
a. First failure will result in no punishment and the person will be re-tested in 30 days
after the failure.
b. Second failure will result in a letter of reprimand placed in their personnel fire and the
person will be re-tested in 30 days after the failure. If the person failing the test is a
driver, that person will be suspended from their duties of driver until they pass the
test.
c. Third failure will result in a 48-hour suspension without pay from duty and the person
will be re-tested in 30 days after returning to duty.
d. Fourth failure will result in termination.
15. Certification - Firefighter must receive the Intermediate EMT certification within 12
months of hire.
60
Version 1-26-2015
Section 800.013 Interview Process
The employment interview is part of the selection process. The primary function of the interview
is to obtain data or to assess certain knowledge, skills, and abilities of a candidate not available
through review of applications. For basically qualified applicants from the same department as
the posted position, interviews may be waived with prior approval by the Employment Manager
in very limited circumstances. Certain guidelines will be observed to maximize the validity and
reliability of the interview process as well as ensure the adherence to current EEO requirements.
It is highly recommended that the Interview Resource Guide for Managers be reviewed prior to
any interview. All interview questions should be forwarded to the HR Employment Manager or
designee prior to the interview for review. When possible and practical, an HR representative
should be on the interview panel. If the interview is for a supervisor, manager or director level
position, a representative from the EEO office should be included on the panel as a non-
interviewer. Under Veterans Preference, qualified applicants on the ARL will be given
consideration for an interview if any interviews are conducted from the ARL.
The interview panel will be selected by the hiring department. A minimum of three individuals
must serve on the interview panel. The interview panel shall consist of personnel who have
expertise with the elements of the position. In order to ensure objectivity and job knowledge, an
incumbent of the position, the immediate supervisor and/or manager and the Director or designee
should sit on the interview panel. Relatives or personal friends of the applicant will be excluded
from the panel. Reasonable accommodations shall be made for disabled applicants to allow
participation in the interview process.
The Department Head or Supervisor in which the position vacancy exists shall be responsible for
the development of interview questions and standards for measurement of candidate responses.
These standards must be derived from the job description. Consistency will be maintained in the
questions asked of all candidates. The questions must be job related and designed to measure job
knowledge, experience, education, or to solicit responses that reflect those personal traits that are
job related. Questions pertaining to protected categories such as race, sex, religion or marital
status or other inquiries that directly or indirectly require disclosure of such information are
prohibited. Any questions that would indirectly divulge an applicant's age, national origin, or
other protected category shall be made in strict accordance with Law.
The applicants selected for an interview must be notated in NEOGOV to include -
The date, time and locations of the interview; and
the interview panel.
Except for Airport Employees, only Human Resources can tender any job offer or pay
commitment to the candidate(s).
61
Version 1-26-2015
Section 800.014 Contingent Job Offer (CJO)/Tentative Job Offer
After all interviews have been completed, review your interview notes, consult with the
interview panel (if applicable), department/division director, etc. and select the most qualified
person for the position. Upload your contingent decision into NEOGOV and notify HR. The
tentative selection should be forwarded to the HR Department no later than the Monday prior to
orientation. The following rules/procedures apply regarding salary offers –
a. Salary offered at the minimum of salary range
i. No additional action is required.
b. Salary offered is within (10 )percent of the minimum salary range
i. Written justification for the salary must be submitted by the Department Director to
the HR Director for approval.
c. Refer to Section 500.119 for salary offers that exceed up to ten (10) percent of the
minimum salary range or up to fifteen (15) percent above current salary for promotions.
Only the Human Resources Director or designee can make a contingent job offer for all non-
Airport employees. The Department Director or designee must notify HR of the selected
Candidate and the recommended salary via NEOGOV. The HR department will send a
conditional offer letter to the selected candidate and copy the Department Director. The HR
Department will contact the applicant (typically, via telephone) and make a conditional offer of
employment. This discussion should include the salary as well as any post-offer employment
screening. If the conditional offer is accepted, HR provides the candidate with information
regarding items needed/required that must be successfully completed before a final job offer can
be made. Required information/actions can include –
a. Completion of the I-9 form and appropriate identifying documentation;
b. Names and Contact Information of two (2) references;
c. Motor vehicle report (if required for the position being filled);
d. Physical exam (if applicable);
e. Drug test;
f. Background check authorization; and
g. Education and/or Certification verifications.
1
CHAPTER III.
GRIEVANCES, DISCIPLINE, & APPEALS
Section 300.001 Grievance and Discipline Policy Objective and Scope of Chapter
Objective: It is the practice of Augusta, Georgia to:
1. Provide fair, equitable, and timely grievance procedures for all regular employees;
2. Facilitate free discussion of employment concerns between employees and supervisors to
foster better understanding of administrative policies, procedures, and practices;
3. Promote reaching a fair and equitable decision and doing so in a climate of mutual
understanding and objective fact-finding; and to
4. Assure that those who file grievances are not retaliated against.
4.5.To establish a uniform, fair, and standardized means by which Augusta, Georgia may
administer a program of disciplinary procedures and guidelines.
Section 300.002 Grievance Policy Scope:
1. Theseis grievance and discipline procedures appliesy to all regular full-time employees,
with the exception of temporary employees, some elected officials (unless opted in), and
members of the Senior Executive Service (SES). Additionally, contract employees and
persons in Grant Funded positions are not covered.
2. “Airport Employee” is an employee subject to the authority of the Augusta Aviation
Commission. For Airport Employees, where “Administrator” appears in this Chapter it
shall mean the Executive Director of the Augusta Regional Airport.
1.3.Augusta, Georgia reserves the right to depart from this grievance policy in its sole
discretion. All employees are employed at will, and both they and Augusta, Georgia may
terminate the employment relationship at any time, with or without cause, without
following any specific procedure.
Section 300.00234 Grievance Policy Definitions
2
A “grievance” is a disagreement regarding an interpretation and/or application of administrative
rule, regulation, policy, plan or procedure which exists under the personnel administration
system of Augusta, Georgia which an employee feels is unjust or unfair.
A “working day” for this policy is defined as any day of business between workings hours of
8:00 a.m. and 5:00 p.m. excluding Saturday, Sunday and Augusta, Georgia observed Holidays.
Section 300.011 Discipline
Purpose:
To establish a uniform, fair, and standardized means by which Augusta, Georgia may administer
a program of disciplinary procedures and guidelines.
Disclaimer:
1. Disciplinary action may be taken against an employee when a rule of Augusta,
Georgia, the Federal Aviation Administration (FAA), Transportation Security
Administration (TSA), or the Department is violated, when work performance is not
satisfactory, when counter-productive or inappropriate behavior is exhibited, or violation of
lawful orders, work rules/standards, organizational Standard Operating Procedures (SOPs),
federal laws, administrative rules, organizational policies and procedures, ordinances,
and/or statutes. A discipline program should exhibit promptness, impartiality, consistency,
and fairness, where employees know what to expect as the result of certain behaviors on
the job (See Recommended Guidelines for Disciplinary Actions- Table I).
2. Augusta, Georgia generally follows a policy of progressive discipline. The
purpose of a progressive disciplinary procedure is to give the employee adequate notice and
opportunity to correct any deficiencies, and its focus is on prevention of future violations
rather than on punishment. The disciplinary action taken is normally to be the least serious
action needed to prevent future instances of inappropriate behavior. If inappropriate
behavior continues, the employee can expect further and more serious discipline. This
policy does not restrict the imposition of a suspension, demotion, or termination in matters
that are outside the progressive discipline policy.
Augusta, Georgia reserves the right to depart from this discipline policy in its sole
discretion. All employees are employed at will, and both they and Augusta, Georgia may
terminate the employment relationship at any time, with or without cause, without
following any specific procedure.
3
3. Airport Employees do not have the ability to appeal their termination to the Personnel
Board. For Airport Employees, the Airport Executive Director is the final decision maker
for all disciplinary matters.
Types of Discipline:
The types of disciplinary action, in order of their severity, are:
A. Informal Discipline
1) Letter of Warning
A Letter of Warning is a type of informal disciplinary action and may be used to
admonish an employee for committing a minor violation. It is often used when
verbal counseling, admonishments, on the job training, and/or guidance has failed
to provide the necessary corrective action. The “Notice of Warning Letter” (See
Form HR-ER 1) provides documentation that the counseling occurred, outlining
the shortcomings or violations and then offering recommendations for
improvement. Informal discipline documentation is maintained at the department
level.
Informal disciplinary actions are not subject to the grievance or appeals processes.
B. Formal Discipline
1) Written Reprimand
A Written Reprimand is an admonishment given to the employee in writing, and
is always placed in the official personnel file in Human Resources. This form of
discipline is more serious than a Letter of Warning, but less serious than a
suspension. A Written Reprimand often serves as the type of discipline given for
a repeated offense of minor violations or for the first offense of a moderately
serious infraction. The “Notice of Written Reprimand” (See Form HR-ER II) will
be completed by the Department Director and forwarded to Human Resources for
inclusion in the employee’s official personnel file. If a Letter of Warning or any
other relevant disciplinary actions has been issued previously, a copy may be
attached as supporting documentation. The letter of Written Reprimand may be
used to support further disciplinary actions for a period no longer than three (3)
years from the date of receipt.
2) Performance Improvement Plans
The Performance Improvement Plan (PIP) is designed to facilitate constructive
discussion between a staff member and his or her supervisor and to clarify the
work performance to be improved. It is implemented, at the discretion of the
4
supervisor and Department Director, when it becomes necessary to help a staff
member improve his or her performance.
A PIP will be conducted for period of ninety (90) days and must be approved by
the Department Director. If an employee shows improvement but not enough that
the employee meets the status of “satisfactory”, the PIP may be extended for a
period of ninety (90) days within a one (1) year cycle for a total of no more than
two (2) PIP plans. If an employee does not show improvement after the initial PIP
or does not meet the status of “satisfactory” after two (2) PIPs, the Department
Director can recommend the employee for demotion or termination.
3) Suspension Without Pay
A suspension is the most severe form of discipline, short of demotion or
termination, and involves time off without pay. It is used when a written
reprimand has not corrected the inappropriate behavior or when an offense is
more serious than that warranting a reprimand. A suspension may last from one
(1) to thirty (30) days depending on the seriousness of the infraction. Any
suspension shall utilize the “Notice of Proposed Disciplinary Action” form (Form
HR-ER III) and must be approved by the Department Director, or equivalent,
prior to issuance to the employee. A copy will be processed through the HR
Director.
4) Demotion With A Pay Reduction
Performance-Based Demotion
An involuntary demotion may occur based on poor performance and is
appropriate where:
1. The employee’s inability to perform current job duties has been demonstrated
and documented in the employee’s record through one or more PIPs;
2. The employee’s record is otherwise satisfactory and no other active rule
violations exist, e.g. attendance, punctuality, etc.;
3. The employee is qualified for the lower grade or alternative position;
4. The employee has the ability, is qualified, and a vacancy exists, the
employee may be demoted to another position which may be in a lower pay
grade or transferred to another job within the employee’s functional unit; and
5. The Director of Human Resources has provided final approval for a demotion.
This requirement is not applicable to Airport Employees.
If an employee has been promoted or transferred in the last year and the employee
is not performing at a level expected in the new job, then the employee may
request to return to the previous job or a job similar to the previous job and their
salary will return to what it was prior to the promotion or transfer. The
availability of such a job may depend upon mitigating circumstances, such as
5
whether the job has already been filled within the same department. Augusta,
Georgia will assist the employee in finding a suitable job that corresponds to their
experience, skills, and knowledge. Should the job previously held by the
employee be filled and no other comparable position exists, the employee will be
placed on lay-off status until a comparable position may be found. However, if
within six (6) months a comparable position is not found the employee will be
placed on permanent lay-off status.
Performance-Based Demotions with pay reductions may be considered in cases
where moving the person out of their current position is more appropriate than
termination.
Conduct-Based Demotions
An involuntary demotion may also occur based on poor or unacceptable conduct.
With this type of demotion, a Performance Improvement plan is not necessary or
required.
1. Unacceptable personal conduct violations are outlined in the violations and
recommended disciplinary actions in Table I. These conduct violations may
include but are not limited to: personal conduct that disrupts work or the work
environment, jeopardizes the safety of persons or property, or creates other
serious disruptions in the workforce.
2. There are circumstances in which unacceptable or bad conduct could warrant
imposing disciplinary action that is more severe than suspension but less
severe than termination. An acceptable alternative disciplinary action for this
type of conduct can be demotion in lieu of termination.
Provided the employee is qualified, a funded vacancy exists, and the Department
Director believes that demotion would be a more appropriate disciplinary action
than termination; the employee may be involuntarily demoted to another position
which may be in a lower pay grade or transferred to another job within the
employee’s functional unit. In either case the demotion in pay and/or grade would
require a minimum ten percent (10%) reduction in base pay. For all employees,
except Airport Employees, Pprior to demotion, the proposed action must be
reviewed and approved by the Director of Human Resources.
5) Termination
Termination from employment is the most severe form of discipline. It is
normally used when an employee has been disciplined repeatedly and commits
yet another infraction. It may also be used when the employee has committed any
infraction that falls outside progressive discipline, regardless of disciplinary
history. For every termination (except for Airport Employees) the “Notice of
Proposed Termination” form should be filled out completely by the Department
6
Director and should be delivered to the HR Director for review and processing.
Except for Airport Employees, Tthe request for termination will be
approved/disapproved by the HR Director who will issue a final “Notice of
Decision.” For Airport Employees, the Airport Executive Director will issue a
final “Notice of Decision” with respect to terminations and will deliver such form
to the HR Director for such terminations to be processed.
Section 300.012 Discipline Guidelines and Procedure
1. An employee for whom formal disciplinary action (i.e. written reprimand, PIP,
suspension, demotion, or termination) is being considered should, when possible, be
allowed notice prior to imposition of such action by the use of the “Notice of
Proposed Disciplinary Action” form. The employee will have five (5) working days
in which to respond in writing or orally to the Department Director explaining why
the action should not be taken. Failure to respond within that period will not delay
administering of the disciplinary action.
2. Suspensions (for any reason), terminations, and demotions are permanent actions and
will be retained in the official personnel file indefinitely.
3. Any disciplinary action recommending a suspension, demotion, or termination must
be in writing and must be approved by the HR Director prior to disciplinary action
being imposed. This requirement is not applicable to Airport Employees as all
disciplinary actions of such employees shall be made by the Airport Executive
Director or his/her designee.
4. An effective discipline program is characterized by the uniform application of rules
and regulations. Generally, like offenses should result in similar disciplinary actions.
At the same time, the supervisor administering the discipline may consider additional
factors such as years of service and internal consistency.
5. It is recognized that similar offenses may result in different disciplinary actions,
depending on work history, circumstances, and the severity of the offense. For
example, an employee who is charged with “absence without approved leave”
(AWOL) for a two-week absence may be terminated while an employee who is
charged with AWOL for a two-hour absence may only receive a one-day suspension.
Both employees are charged with the same offense, but receive different disciplinary
actions.
6. Other factors that may influence the severity of disciplinary action include, but are not
limited to, the following: the length of the employee’s service, the quality of the
employee’s service, the cost involved, and the cooperation of the employee in the
investigation of the specific incident. Ensuring that disciplinary actions are
administered in a fair, consistent, and non-discriminatory manner is ultimately the
responsibility of the HR Director (Airport Executive Director for Airport Employees).
7
7. An employee may not be punished more than once for the same offense by any other
management official of Augusta, Georgia. Previous offenses may, however, be taken
into account when considering future discipline. Disciplinary actions by law
enforcement or any other outside agency does not prohibit Augusta, Georgia from
also taking disciplinary action. For example, if an employee is issued a citation by
law enforcement during the investigation of an “at fault” accident, this does not
prohibit Augusta, Georgia from imposing disciplinary action as well.
8. In determining the proper level of disciplinary action, which would be suitable to a
particular offense, refer to the “Recommended Guidelines for Disciplinary Actions.
This Table of Guidelines (Table I) provides examples of misconduct but may not be
all-inclusive. Augusta, Georgia has the right to discipline an employee for offenses
not specifically listed. If an act or violation is of a very serious nature, intermediate
levels of progressive discipline may be bypassed with more severe penalties imposed.
9. In addition to a thorough narrative with any supporting evidence as necessary,
supporting the reason(s) for the charges or offense in question, the Department
Director should cite any applicable “Violation Reference” code found on the table of
guidelines. (HR-ER Form). More than one reference may be cited in making record
of the disciplinary action. The specific action or punishment to be taken is at the
discretion of the Department Director; particularly egregious violations may bypass
the progressive discipline process.
Note: The Personnel Board shall consider only Appeals of employees as it relates of
dismissals or terminations. For non-Airport Employees, Ddecisions of the Personnel
Board may be appealed to the Administrator. Airport Employees do not have the
right to appeal to the Personnel Board.
Review and Approval Process for non-Airport Employees
Formal
Discipline Submitter Approver Time to
Appeal 1st Appeal 2nd Appeal
Written
Reprimand
Supervisor/
Manager
Department
Director 5 Days HR Director None
PIP
Supervisor/
Manager
Department
Directors 5 Days HR Director None
1-3 Days
Suspension
Supervisor/
Manager
Department
Director
5 Days
HR
Director
None
8
1. If the actions necessary are not time-sensitive, the supervisor shall notify the
employee (Notice of Pending Disciplinary Action” form) that formal disciplinary
action, i.e. suspension, demotion, or termination, is being considered. This
notification shall provide facts and a description of the alleged infraction(s) and the
consequences under consideration. The employee shall be given five (5) working
days in which to provide a written response to the Department Director, with a copy
to HR, showing cause as to why disciplinary action should not be taken.
2. When a regular employee is charged with misconduct that serves as a basis for
termination or demotion, the Department Director may (but is not required to) place
the employee on up to three (3) days Administrative Leave with pay. The
administrative leave will be unpaid if the employee is otherwise unavailable to
perform his or her job duties or if unpaid Administrative Leave is approved by the
HR Director (or Airport Executive Director for Airport Employees).
3. Infractions of a serious nature may require prompt action, not allowing for advance
notification. Any written communication from the employee will permanently
accompany the relevant disciplinary action.
4. The Department Director must coordinate with the HR Director to assure procedural
compliance prior to issuance of any proposed or final decision. Within ten (10)
workdays of receipt of the employee’s written response, the Department Director or
HR Director will decide and issue the disposition in the matter using the “Notice of
Final Decision Form HR-ER IV.”
5. Upon receipt, the employee should sign and date a “Receipt Acknowledged” of
Notice of Final Decision. A copy of all documentation associated with the case will
be furnished by the Department Director to the HR Department for filing in the
Official Personnel File.
Section 300.013 Appeal of Submitted and Approved Discipline
4 Days or
more
Suspension
Department
Director
HR
Director
5 Days
Administrator
None
Demotion
Department
Director
HR
Director
5 Days
Administrator
None
Termination
Department
Director
HR
Director
5 days
Personnel
Board
Administrator
9
1. In order to remain timely, the request from the employee for an Appeal to the HR
Director, Administrator or Personnel Board, must be written, signed and filed in the
HR Department within five (5) business days of the employee receiving notice of the
recommended disciplinary action, or Final Decision by the Department Director, HR
Director, or Airport Executive Director (if applicable). The effect of an employee’s
failure to request an Appeal within this five (5) day period is the waiver of their right
to appeal the recommendation, action or decision and a failure on their part to exhaust
their administrative remedies. In such instances, the recommendation for discipline
made by the Department Director (or manager) or the Final Decision made by the HR
Director (or Airport Executive Director) shall become a Final Decision which is not
appealable.
2. For non-Airport employees, Aa written statement by the employee specifically
referencing suspension, demotion, or termination and providing their reasons, to
include any relevant documentation, for recommending the disciplinary action be
overturned, shall be forwarded to the HR Director. The HR Director will review the
documents for timeliness and completeness and, if a timely appeal is made, shall
forward a copy of the request to the next appeal level within ten (10) working days of
receiving the request.
3. For suspensions of four (4) or more days, demotions, and terminations, the HR
Director or designee (Airport Executive Director for Airport Employees) shall hold
an administrative review conference at which time the employee shall be authorized
to present information that is pertinent to the charges on his or her behalf. (For
suspensions of 1 to 3 days, the Department Director or designee shall hold an
administrative review conference). If an employee wishes to have an attorney present
at this conference, said employee must inform the decision makerHR Director of
such intentions at least forth-eight (48) hours prior to the conference. The HR
Director (or Airport Executive Director) may seek legal representation from the Law
Department in any such conference or Personnel Board Hearing irrespective of
whether the employee has requested an attorney or not.
4. The final decision maker for all disciplinary matters HR Director, or designee
(Department Director for suspensions of 1-3 days) shall render a decision on the
recommendation based on all of the relevant information. The HR Director’s (or
Department Director’s) decision is final, and, the employee shall be notified of thise
final decision in writing.
Section 300.014 Appeals to the Personnel Board: Terminations Only
Note: Only full-time regular, non-Airport, employees may appeal Terminations. SES and,
pProbationary, and temporary employees may not appeal to the Personnel Board.
10
1. The employee shall have five (5) business days from notification by the HR Director
to appeal a termination or dismissal (Form HR-ER V) via the HR Department to the
Personnel Board.
2. Upon receipt by the HR Director of a timely written request for appeal of termination
by the employee, Human Resources will, within ten (10) working days, submit all
documentation, including a statement of charges, to the Personnel Board.
3. At its next scheduled meeting, the Personnel Board will hold an open hearing and
receive evidence in relation to the Appeal in accordance with the bylaws of the
Personnel Board.
4. The employee or agents of the employee may not contact or have discussions with
any member of the Personnel Board regarding the Employee’s hearing, the facts
surrounding the hearing, or the Employee’s character outside the confines of the
hearing while the Employee’s appeal is pending. The employee’s failure to comply
with this regulation will result in the Employee’s appeal being denied and the
decision of the Human Resources Director being upheld.
5. If an employee wishes to have an attorney present at the Personnel Board hearing,
said employee must inform the HR Director of such intention at least forty-eight (48)
hours prior to the hearing. The HR Director may seek legal representation from the
Law Department in any Personnel Board Hearing irrespective of whether the
employee has requested an attorney or not.
6. If an employee has a conflict which will not allow the employee to attend the open
hearing and needs to reschedule the date of the open hearing concerning their
employment to the next regularly scheduled meeting of the Personnel Board, the
employee must provide at least forty-eight (48) hours notice of the need to reschedule
and must provide written verification of the conflict to the Director of Human
Resources at least twenty-four (24) hours before the scheduled open hearing. Failure
to provide adequate notice or written verification of a conflict will result in the open
hearing to proceed as scheduled. If an employee fails to attend the scheduled open
hearing, the employee’s appeal will be denied and the decision of the Human
Resources Director will be upheld.
7. Within ten (10) working days of the hearing, a written decision will be rendered by
the Personnel Board. Such decision shall contain a descriptive statement by the
Chairman of the Personnel Board describing the reasons the Board rendered the
decision it made.
8. The HR Department will notify the employee in writing of the decision of the
Personnel Board.
11
Table I Recommended Guidelines For Disciplinary Actions
LEGEND:
L = Letter of Warning S = Suspension
W = Written Reprimand T = Termination
Reference Infraction
Category
First
Offense
Second
Offense
Third
Offense
Fourth
Offense
IN-1 Disregard for or willful failure to
follow the written instruction or
direction of a supervisor or higher
authority
Insubordina
tion
W S/T T
IN-2 Abusive verbal conduct directed at
a supervisor within the employee’s
chain-of-command.
Insubordina
tion
W/S S/T T
IN-3 Failure to work overtime, special
hours, or special shifts or be on
stand-by, as directed
Insubordina
tion
W-S S/T T
ND-1 Violation of any Augusta, Georgia,
department or division rule or
directive
Neglect of
Duty
L W S T
ND-2 Inability to perform up to accepted
work standards
Neglect of
Duty
L W S T
ND-3 Habitual tardiness, unscheduled
absence (six (6) or more in a 180
day period), absenteeism, and/or
abuse of leave privileges
Neglect of
Duty
L W S T
ND-4 Willful neglect in performance of
duties
Neglect of
Duty
W/S S/T T
ND-5 Job abandonment for 3 consecutive
scheduled workdays, or 2
consecutive 24-hour shifts.
Neglect of
Duty
S/T T
ND-6 Leaving the assigned work area
during regular working hours
without permission or until
relieved.
Neglect of
Duty
L W S T
ND-7 Absence without approved leave,
including failure to call in or report
an absence to a supervisor the day
the absence begins.
Neglect of
Duty
W S T
12
Reference Infraction Category
First
Offense
Second
Offense
Third
Offense
Fourth
Offense
ND-8 Being identified as “at fault” in an
accident or collision by the Safety
Review Committee while the
operator of Augusta, Georgia
vehicle or piece of equipment.
Neglect of
Duty
See
SRC
Penalty
Matrix
See
SRC
Penalty
Matrix
See
SRC
Penalty
Matrix
ND-9 Failure to maintain licenses,
certifications and/or other
professional credentials required for
employment or failure to notify
appropriate Augusta, Georgia
officials of their loss, suspension, or
revocation.
Neglect of
Duty
S/T T
ND-10 Suspension or revocation of Driver
License or Commercial Driver
License (CDL) if it is required for
the performance of job duties.
Neglect of
Duty
W/S/T S/T T
ND-11 Willful or negligent violation of a
safety policy, which results in
property/equipment damage or
personal injury.
Neglect of
Duty
W/S/T S/T T
ND-12 Violating a safety rule or practice or
any conduct which could endanger
a co-worker or member of the
public.
Neglect of
Duty
W/S/T S/T T
ND-13 Operating, or directing the
operation, of an Augusta, Georgia
vehicle or equipment without
proper qualifications or
supervision.
Neglect of
Duty
W S T
ND-14 Failure to immediately report any
on-the-job accident to a supervisor
or member of the chain-of-
command.
Neglect of
Duty
W S T
ND-15 Failure to report to the Department
a subpoena or request for
information from a law firm that
relates to Augusta, Georgia
business.
Neglect of
Duty
L W S T
13
Reference Infraction Category
First
Offense
Second
Offense
Third
Offense
Fourth
Offense
ND-16 Possession or sale of alcohol or
illicit drugs on Augusta, Georgia
property (including vehicles).
Neglect of
Duty
T
ND-17 Working under the influence of
alcohol or illicit drugs.
Neglect of
Duty
T
ND-18 Violation of traffic laws while
operating Augusta, Georgia vehicle,
i.e. speeding, running traffic control
device, failure to yield, etc.
Neglect of
Duty
L W S T
ND-19 Motor Vehicle Record review with
10 points or more – impact on
driving privileges
Neglect of
Duty
T
ND-20 Violation of FAA/TSA regulations
or rules
Neglect of
Duty
W/S/T W/S/T W/S/T W/S/T
EV-1 Fraud, waste, and/or abuse of
Augusta, Georgia property or time.
Ethics
Violation
W/S/T S/T T
EV-2 Falsification or misrepresentation
of an official document or record.
Ethics
Violation
W/S/T S/T T
EV-3 Falsification or misrepresentation
of any portion of a job application.
Ethics
Violation
W/S/T S/T T
EV-4 Violation of Augusta, Georgia
policies relating to impartiality, use
of public property, conflict of
interest, disclosure or
confidentiality.
Ethics
Violation
W S T
EV-5 Conviction of a felony, a
misdemeanor conviction involving
moral turpitude, or any
misdemeanor while in the
performance of Augusta, Georgia
duties.
Ethics
Violation
S/T T
14
Reference Infraction Category
First
Offense
Second
Offense
Third
Offense
Fourth
Offense
EV-6 Unauthorized possession of
firearms, explosives, or weapons on
Augusta property.
Ethics
Violation
W/S/T S/T T
EV-7 Unauthorized vending or
solicitation on property or from
Augusta, Georgia vehicle.
Ethics
Violation
L W S T
EV-8 Attempting to coerce or influence a
member of the public, fellow
employees, subordinates or
supervisor with gifts, services, loans
or other consideration OR receipt of
a fee, gift, or valuable item when
such is given or accepted in the
expectation of receiving a favor or
preferential treatment.
Ethics
Violation
S T
EV-9 Directing or permitting a
subordinate to violate any rule,
policy or regulation, whether
explicit or condoned through
inaction.
Ethics
Violation
W/S S/T T
EV-10 Engaging in any employment,
activity or enterprise which is
illegal, incompatible, or in technical
conflict with the employee’s duties
and responsibilities as Augusta,
Georgia employee.
Ethics
Violation
S/T T
EV-11 Engaged in outside employment
activity while using sick leave,
worker’s compensation leave, or
catastrophic leave.
Ethics
Violation
T
EV-12 Intentional destruction, theft or
unauthorized removal of Augusta,
Georgia property or assets for
personal use.
Ethics
Violation
W/S/T S/T T
15
Reference Infraction Category
First
Offense
Second
Offense
Third
Offense
Fourth
Offense
EV-13 Intentional destruction, theft
(including stealing time) or
unauthorized removal, possession
or use of Augusta, Georgia
property, tools or equipment
without consent.
Ethics
Violation
W/S/T S/T T
EV-14 Violation of Augusta, Georgia’s
discrimination and/or unlawful
harassment policies.
Ethics
Violation
W/S/T S/T T
EV-15 Gross misconduct to include, but
not limited to, physical violence,
threats of physical violence or
engaging in offensive conduct or
language toward the public,
supervisory personnel, or fellow
employees.
Ethics
Violation
S/T
EV-16 Membership in any organization
that advocates the overthrow of the
Government of the United States by
force or violence.
Ethics
Violation
T
EV-17 Misconduct which undermines
supervisory authority, productivity,
or morale.
Ethics
Violation
W S T
EV-18 Off duty conduct (e.g. conviction of
a felony) which reflects very
unfavorably upon the image and
ethical standards of Augusta,
Georgia as an employer.
Ethics
Violation
W/S/T S/T T
WE-1 Violation of Augusta, Georgia
Internet Use Policies (e.g. social
media, pornographic sites, etc.)
Work
Ethics
Violation
W/S/T S/T T
WE-2 Violation of Augusta, Georgia
Email Policies (e.g. Passing on
inappropriate chain emails and non-
work related content, etc.) and/or
excessive personal email/web time.
Work
Ethics
Violation
W/S/T S/T T
WE-3 Unauthorized use of Augusta,
Georgia vehicles or equipment on
or off-duty.
Work
Ethics
Violation
W S T
16
CHAPTER V.
COMPENSATION
A. GENERAL
Authority of the Administrator – The Administrator shall have the authority to
approve all classifications, reclassifications, reorganizations, pay adjustments up to
fifteen percent (15%) of base pay and final decision authority of classification
appeals. The Administrator shall be responsible for any pay disparities or inequities
created as a result of this authority.
Section 500.001 Compensation Philosophy
Augusta, Georgia is committed to a results-oriented government that provides
efficient and accountable government services.
Our goal is to attract, retain and motivate committed, hard-working, creative and
thoughtful employees who support our mission to meet and exceed the expectations
of our community, not only in service delivery but in building a better place for all of
us to live and work. The main focus of the compensation philosophy is to increase
productivity, maximize efficiency and improve overall service level for Augusta,
Georgia citizens. For our employees, that means we are committed to:
Providing opportunities for our employees to grow and develop their skills,
knowledge, and their careers.
Ensuring individual accountability for performance and results.
Communicating openly with our employees about our organization/mission, our
successes and our failures, and opportunities for us to do things better.
Providing a competitive total compensation package.
The total compensation program at Augusta, Georgia is designed to assist us in
creating and supporting a high-performance, responsive and competitive organization.
The total compensation program is made up of salary/wages and benefits.
17
In order to accomplish these goals and to ensure that the compensation program is
consistent with its direction, stated mission, and goals, Augusta, Georgia government
commits to the pay philosophy statements as follows:
Augusta, Georgia’s total compensation philosophy is to provide pay and benefits
sufficient to attract and retain the qualified and skilled employees to accomplish
Augusta, Georgia’s strategic plan:
1. Position total compensation (pay and benefits) to be aimed at midpoint of the
market;
2. There are conditions where exceptions may be necessary, in situations such as -
Recruiting the desired level of talent in certain jobs is a sustained problem and
results in negative impacts to the organization;
Retention issues, including succession and turnover;
Significant changes in the economy or marketplace; and
Internal anomalies in alignment, disparities or inconsistencies.
Pay programs are intended to be competitive at a minimum with the average pay of
benchmark organizations in the primary labor market. The primary labor market is
currently defined as those counties or city governments that are of comparable size in
terms of revenue, number of full time employees, etc. in the southern part of the U.S
where Augusta, Georgia competes for talent acquisition. Airports that are of
comparable size in terms of revenue, number of full time employees, etc. are the
primary labor market for the Augusta Regional Airport. A list of such comparable
organizations in the labor market shall be maintained in Human Resources.
a. As deemed necessary, the Human Resources Director may recommend that other
comparators should be used where information from the primary labor market is
considered insufficient to attract and retain specific positions or classes.
b. Augusta, Georgia shall adopt a pay for performance policy. The pay for performance
policy is designed to recognize job performance and requires annual approval by
Augusta, Georgia’s Board of Commissioners. The decision to provide employees a
18
performance increase is contingent upon an overall performance appraisal rating and
availability of funds.
c. Nothing in this compensation philosophy statement should be construed as a required
benefit in the event that Augusta, Georgia experiences a decline in revenue or a revenue
growth lower than the projected increase in expenses.
d. As part of Augusta, Georgia’s Compensation strategy, the salaries of representative
benchmark classes for all occupational groups shall be compared to the minimum and
maximum salaries, with a focus on the mid-point, of the benchmark jurisdictions.
e. The benchmark matches are also reviewed and validated annually by the participating
jurisdictions. This will allow the Compensation Administration team to capture on-going
evolutionary changes occurring within these occupations and provide a meaningful basis
to make market rate comparisons.
f. The remaining job classifications that were not selected as a benchmark job shall be
“linked” to one of the selected benchmark classes. This process will allow HR to affect
both the benchmark class and any classes “linked” to a benchmark class when survey
results indicate a pay adjustment is necessary.
g. In determining the appropriate linkages, input will be obtained from Department
Directors within the organization. The list of benchmark classes and linked classes shall
be reviewed and updated as new classes are established or abolished in order to maintain
accurate and timely data.
h. When determining Augusta, Georgia’s market competitiveness, a market ratio (comp-a-
ratio) shall be utilized. Augusta, Georgia’s relationship to the market is shown as the
market ratio that falls below or rises above 100%. Job classes with a market ratio of less
than 90% are considered to be below the market. If an adjustment is authorized based
upon the survey results, the grade for the benchmark class(es) plus the linked class(es)
would be adjusted to minimally place the class(es) within the acceptable threshold of
ninety to one hundred and ten percent (90-110%).
19
i. In all instances, for benchmark jobs, information for an assessment of pay
competitiveness will be ascertained through reliably current published compensation
survey data.
j. Every two (2) years, the Human Resources Director will conduct a market study of
benchmark positions to determine the competitive posture of the organization, and
propose a plan of action, if needed, to bring any positions or classes into competitive
alignment. At any time the Human Resources Director determines that one or more
particular classes need to be reviewed more frequently than once every two (2) years,
necessary action may be taken to assess the market position of such classes without
consulting the Commission. The Administrator’s approval is required to conduct such
classes’ market study.
Section 500.316 Compensation Inaccuracies and Corrections
It is our policy and practice to accurately compensate employees and to do so in
compliance with all applicable state and federal laws. To ensure that you are paid
properly for all time worked and that no improper deductions are made, you must record
correctly all work time and review your paychecks promptly to identify and to report all
errors.
Review Your Pay Stub
We make every effort to ensure our employees are paid correctly. Occasionally,
however, mistakes can happen. When mistakes do happen and are called to our attention,
we will promptly make any corrections necessary. Please review your pay stub when you
receive it to make sure it is correct. If you believe a mistake has occurred or if you have
any questions, please use the reporting procedure outlined below.
Non-exempt Employees
If you are classified as a non-exempt employee, you must maintain a record of the total
hours you work each day. These hours must be accurately recorded on a time card that
will be provided to you by your supervisor. Each employee must sign his or her time
card to verify that the reported hours worked are complete and accurate. Your time card
must accurately reflect all regular and overtime hours worked, any absences, late arrivals,
early departures and meal breaks. At the end of each week, you should submit your
20
completed time card to your supervisor for verification and approval. When you receive
each pay check, please verify immediately that you were paid correctly for all regular and
overtime hours worked each work week.
Unless you are authorized by your supervisor, you should not work any hours that are not
authorized. Do not start work early, finish work late, work during a meal break or
perform any other extra or overtime work unless you are authorized to do so and that time
is recorded on your time card. Employees are prohibited from performing any "off-the-
clock" work. "Off-the-clock" work means work you may perform but fail to report on
your time card. Any employee who fails to report or inaccurately reports any hours
worked will be subject to disciplinary action, up to, and including, discharge.
It is a violation of Augusta, Georgiathe Company's policy for any employee to falsify a
time card, or to alter another employee's time card. It is also a serious violation of
CompanyAugusta, Georgia policy for any employee or manager to instruct another
employee to incorrectly or falsely report hours worked or alter another employee's time
card to under- or over-report hours worked. If any manager or employee instructs you to
(1) incorrectly or falsely under- or over-report your hours worked, or (2) alter another
employee's time records to inaccurately or falsely report that employee's hours worked,
you should report it immediately to the Human Resources Department.
Exempt Employees
If you are classified as an exempt salaried employee, you will receive a salary that is
intended to compensate you for all hours you may work for Augusta, Georgia. This
salary will be established at the time of hire or when you become classified as an exempt
employee. While it may be subject to review and modification from time to time, such as
during salary review times, the salary will be a predetermined amount that will not be
subject to deductions for variations in the quantity or quality of the work you perform.
Under federal and state law, your salary is subject to certain deductions. For example,
absent contrary state law requirements, your salary can be reduced for the following
reasons:
Full day absences for personal reasons
Full day absences for sickness or disability
Full day disciplinary suspensions for infractions of our written policies and procedures
Family and Medical Leave absences (either full or partial day absences)
To offset amounts received as payment for jury or witness fees or military pay
The first or last week of employment in the event you work less than a full week
21
Your salary may also be reduced for certain types of deductions such as your portion
of health, dental or life insurance premiums; state, federal or local taxes, social
security; or, contributions to a pension plan. In any work week in which you
performed any work, your salary will not be reduced for any of the following reasons:
Partial day absences for personal reasons, sickness or disability
Your absence on the day before or after a paid holiday or because the facility was closed
on a scheduled work day
Absences for jury duty, attendance as a witness, or military leave in any week in which
you have performed any work
Any other deductions prohibited by state or federal law
Please note: It is not an improper deduction to reduce an employee's accrued
vacation, personal or other forms of paid time off for full or partial day absences for
personal reasons, sickness or disability.
To Report Concerns or Obtain More Information
If you have questions about deductions from your pay, please immediately contact
Human Resources. If you believe you have been subject to any improper deductions or
your pay does not accurately reflect your hours worked, you should immediately report
the matter to your supervisor. If the supervisor is unavailable or if you believe it would
be inappropriate to contact that person (or if you have not received a prompt and fully
acceptable reply), you should immediately contact the Director of Human Resources in
Room 601 of the Municipal Building or at (706) 821-2303, the Manager of Payroll, or
any other supervisor with whom you feel comfortable. If you are unsure of who to
contact if you have not received a satisfactory response within five business days after
reporting the incident, please immediately contact the Administrator in Room 801 of the
Municipal Building or at (706) 821-2400.
Every report will be fully investigated and corrective action will be taken where
appropriate, up to and including discharge for any employee(s) who violate this
policy. In addition, the Company Augusta, Georgia will not allow any form of retaliation
against individuals who report alleged violations of this policy or who cooperate in
Augusta, Georgiathe Company's investigation of such reports. Retaliation is
unacceptable, and any form of retaliation in violation of this policy will result in
disciplinary action, up to, and including, discharge.
22
CHAPTER VIII.
EMPLOYMENT, RECORDS & HRIS
Section 800.001 Authority of the Administrator
The Administrator shall have final authority regarding all employment issues (including, but not
limited to, hiring, firing, position classifications, discipline, and organization), butexcept for
those pertaining to department directors or employees who report directly to the Commission,
including, but not limited to, hiring, firing, position classifications, discipline, and organization.
Additionally, the Executive Director of the Augusta Regional Airport, rather than the
Administrator, has final authority over hiring, firing, and discipline of Airport Employees so long
as such decisions are made within the confines of this PPPM. “Airport Employee” is an
employee subject to the authority of the Augusta Aviation Commission. For Airport Employees,
where “Administrator” appears in this Chapter it shall mean the Executive Director of the
Augusta Regional Airport.
Section 800.004 Position Management
Purpose
The Position Management Program (PMP) is the formal system for identifying and defining
positions in Augusta, Georgia to assure compliance with Augusta, Georgia’s budget program and
availability of funds. A position is a specific functional job within Augusta, Georgia. The PMP
is divided into two distinct components.
i) A unique position numbering system will provide controls for authorized and
recognized positions. The unique number for each position will easily identify the
Human Resources criteria of several programs critical to each position.
ii) The PMP will provide a formal approval process for positions to be included in the
budget program and a means for tracking the status of these positions in relationship
to the availability of funds.
Position Numbering and Control
23
Each position in the Augusta, Georgia Classified Service will be assigned a Personnel Control
Number (PCN). Utilizing a series of alpha-numeric fields, essential information unique to that
position can be readily obtained. The PCN is divided into three basic subgroups -
i) Position Identifier - This is the basic identifying sequence for the job position. It
consists of four fields that will include the job classification code, the department and
division to which it is assigned, and a sequence number. No two Position Identifiers
will be the same.
ii) Supplemental Data - The next section of the PCN is a series of fields which will allow
Human Resources to identify the following - Exempt/Nonexempt as defined by the
Fair Labor Standards Act
Position control is a system of tracking information based upon positions rather than employees
to create a framework of positions for all jobs within Augusta, Georgia without regard to whether
or not they have an incumbent in a specific job. As incumbents grow and change jobs within
Augusta, Georgia, their job title, salary and other attributes may change, but the position the
incumbent was in will likely still exist and will be maintained. Position control will allow
Augusta, Georgia to track the history of the position, track vacancies, and track positions filled
with temporary and contract workers. The system will bridge the gap between typical employee
information (HRIS) and position information (Budgets).
Position Tracking
Position tracking refers to a system of tracking information based upon a unique position ID
number with the primary purpose of managing positions more precisely and thus enable more
accurate monitoring of the approval process. Approved/funded positions will be tracked as
authorized. Positions that are not approved/funded will be tracked as recognized. Recognized
positions will be included on the official departmental organizational charts maintained by the
Human Resources Department, and if future funding becomes available and approved, they may
be moved to authorize status. The system can also track vacancies, over filling, under filling and
full-time equivalents (FTE). Position titles will include the official title as approved by the
approval process and the organization title (e.g., Equipment Operator II may be known in the
department as Bush Hog Driver).
Position Approval Process
24
The approval process for hiring of all non-Airport positions will be the Department Director,
Human Resources Director, Finance, and the Administrator. The Airport Executive Director will
approve the hiring of all Airport Employee positions.
i) Existing Authorized Positions - The Department Director shall forward a Personnel
Action Form (PAF) to the Human Resources Department. Human Resources will
verify that the salary is within guidelines and forward to OMB to verify funding. The
verified PAF will then be forwarded to the Administrator for approval and returned to
Human Resources for normal processing.
ii) New Positions - The Department Director will forward a Position Description draft
and a revised organizational chart to the Human Resources Department. This will
document the concept of the position. The Classification/Compensation
Administration will perform the job analysis, determine whether or not the position
should be in the classified or unclassified, and assign a salary grade. The allocation
request will then be forwarded to Finance and the Administrator for verification of
funding and approval.
(a) If funded and approved, the position will be placed into the employment
process pursuant to the relevant Policies and Procedures.
(b) If not funded or approved, the position will be marked as recognized and
returned to the Classification/Compensation Section for recording prior to
returning to the Department. Recognized positions will be suspended for
possible future funding or future budget years.
Administration
The Human Resources Director or his/her designee shall have responsibility for the
implementation and administration of the Position Management Program.
Section 800.010 Qualifications and Requirements
Qualifications are the education, experience, competencies, skills, abilities, knowledge, and other
attributes determined most likely to predict successful job performance in a position or group of
positions with similar requirements and levels of responsibilities. Acceptable background
information and driving record, when required, are included in the attributes necessary to meet
25
minimum qualifications. Documentation of education, certification and veteran status must be
provided to Human Resources prior to employment.
All positions in the classified service shall be open only to persons who meet such requirements
as are listed on the public announcement of the vacancy. Such requirements may include but are
not limited to the following factors - experience, education, and training. Applicants considered
for employment/rehire will be screened for illegal drugs as a part of the employment process.
Applicants will also be subject to a complete background and reference check by the Human
Resources Department as well as review of any relationships prohibited by the nepotism policy.
Applicants for Firefighter positions in the Fire Department and Airport Fire Department will be
required to meet such physical standards (including without limitation height and weight
standards) as may be established by the applicable Fire Department. (Such standards are set forth
in the Augusta, Georgia Fire Department Operations Manual (the "Manual")). Airport Fire
Department applicants must also comply with Federal Aviation Administration (FAA)
Regulations FAR Part 139 and related regulations. Applicants for Firefighter positions in the
Fire Department and Airport Fire Department will also be required to meet all standards and
requirements of the State of Georgia for employment of Firefighters, including without limitation
the "Employment Requirements" of the Georgia Firefighter Standards and Training Council. A
copy of these requirements is maintained by both the Human Resources Department and the Fire
Department and may be reviewed upon request.
Applicants for Firefighter positions in the Fire Department and Airport Fire Department will
also be required to pass such written examinations, physical examinations, agility tests, and such
other requirements as may be required by the applicable Fire Departmentset forth in the section
of the Manual entitled "Firefighter Qualifications." See also “Fire Fighter I – Recruitment
Procedures” below.
Section 800.011 Fire Fighter I – Recruitment Procedures
Eligibility Requirements - To apply for the position of firefighter, you must -
a) Be at least 18 years of age;
b) Have a High school diploma or equivalent ;
c) Have a valid driver's license and a good driving record;
d) Have a honorable discharge, if any, from the military; and
26
e) Meet the medical requirements set forth in NFPA 1582.
Disqualifiers may include, but are not limited to, the following -
a) Admission and/or conviction of a felony offense within the past (10) years;
b) Admission and/or conviction of a misdemeanor involving moral turpitude;
c) Admission, conviction, or positive test indicating illegal drug use within the past 12
months;
d) Admission or conviction of the sale of drugs;
e) Admission, conviction, or positive tests indicating certain drug use and/or patterns of
drug use;
f) Anything other than an honorable discharge from the military;
g) Admission, conviction, or other evidence of a pattern of theft; or
h) Admission or conviction of DUI (driving under the influence) within the last 5 years.
Hiring Procedures
1. Fire Department Interest Form - When not conducting active recruitment, interested
persons may complete a “Job Interest Card”. These are available on the
www.augustaga.gov/employment.
2. Applications - Persons who have completed interest forms are e-mailed a notification
that they now need to complete an online employment application. Once recruitment is
open, a position will be advertised for no less than 30 calendar days.
3. Entrance Exam - All applicants are scheduled to take the Entrance Examination. (The
exam is a nationally validated examination.) This exam is based on general knowledge,
measuring numerous abilities. A passing score is required to progress from the Entrance
Exam to the Agility Test. The Entrance Examination will not be scored on the day of the
test, notification will be sent to applicants advising their results as either passing or
failure. In addition, any applicant for the Airport Fire Department shall have a working
knowledge of the Airport and airport Ffirefighting procedures.
4. Background Check and Pre-employment Screening - Candidates must consent to a
background examination. Candidates will be given a detailed background questionnaire
packet at the Entrance Exam. This form is to be returned to Fire Administration (or to the
Airport Marshal’s Department for Airport Fire Department applicants) as quickly as
possible.
27
5. Agility Test - Candidate Physical Ability Test (CPAT) - All applicants who successfully
complete the entrance exam will progress to the CPAT. A CPAT video will be made
available to all applicants on the August website under Human Resources. Applicants
will be provided the opportunity to practice the CPAT for a minimum of two weeks prior
to the test date. Upon arriving for this test, applicants must sign a waiver to participate in
the CPAT. With all forms submitted, the applicant is allowed to attempt the CPAT.
Applicants are notified of their status (pass/fail) in this segment of the process before they
leave the drill yard.
6. Acrophobia Test - All applicants who successfully complete the Entrance Exam and
Agility Test will progress to an acrophobia test. The applicant must sign a fitness
acknowledgement and certification that they possess the physical and mental attributes
necessary to perform the tasks required to participate in this exam. This exercise tests for
fear of heights and leg and hand coordination. The applicant, with a life safety belt on,
must climb the ladder to the top, without stopping and without placing both feet on the
same rung at the same time, once at the top hook the safety snap ring around the second
rung from the top of the ladder, lean back taking the slack out of the safety belt and clap
the hands three (3) distinct and separate times over the head. Unhook the safety belt and
descend the ladder to the bottom without stopping. MAXIMUM TIME - Five (5) Minutes
. EQUIPMENT NEEDED - Applicant wears helmet, gloves and ladder belt.
Applicants for positions at the Airport Fire Department shall also be required to pass the
physical agility test approved for and required by the Georgia Firefighter Standards and
Training Council (GFSTC).
6.7.Applicant Interview - Applicants who successfully complete all tests are scheduled for a
structured interview before a five (5) member diverse panel to include women and
minorities of various ranks from the Fire department. Human Resources and/or EEO will
be present.
7.8.Candidates List - Candidates who obtain passing status on the Eligibility Exam,
normally a score of 70 or better, and pass all other requirements are then placed on an
eligibility list by grouping. The grouping is based upon total points from the exam, and
the candidate interview in the following categories -
1. Highly Qualified “HQ” (Top 20% to include ties)
2. Basic “BQ” (Middle 60 %)
3. Minimally Qualified “MQ” (Bottom 20% to include ties)
28
8.9.Eligibility List - Candidates successfully moving beyond the background check will be
placed on an eligibility list for consideration in hiring. This list may be used for
consideration in selection for up to one year from the test date.
9.10. Applicant Referral list - Depending on the number of vacancies, a list of referred
candidates will be forwarded to the Fire Department for hiring consideration. E.g., if the
Fire Department has five vacancies, HR may refer the top 10 candidates in alphabetical
order for selection. The applicants that are not selected will be returned to the eligibility
list.
10.11. Conditional Offer of Employment - As the department needs to fill vacancies,
candidates are scheduled from the eligibility list for a conditional offer of employment.
The candidates are to be selected from the “HQ” list first. If there are less than (3)
candidates on the “HQ” list, candidates can be considered from the “BQ” list. If there are
less than (3) candidates on the “BQ” list, candidates may be considered from the “MQ”
list or the position can be re-advertised.
11.12. Drug Test Screening - Within 24 hours of the conditional offer of employment, a
drug-screening test must be conducted and provide negative results.
12.13. Post Offer/Pre-Employment Medical Examination - Selected candidates will
be scheduled for a complete Firefighter pre-employment medical examination. A trained
physician experienced in Firefighter medical exams will conduct this exam. These exams
are conducted to meet the NFPA 1582 standard. This standard can be read in detail at
www.nfpa.org. is to be available for review at the Fire Department Administration
building.
13.14. Employment - Firefighter must continue to meet the NFPA 1582 and NFPA 1001
standards and must successfully complete an annual physical and performance review.
Firefighter will also be required annually to pass the minimum performance standards as
adopted by the commission. Firefighters that do not meet these minimum requirements
of the position will be subject to the Minimum Standards progressive discipline policy
outlined below -
1. First failure will result in no punishment and the person will be re-tested in 30 days
after the failure.
2. Second failure will result in a letter of reprimand placed in their personnel fire and the
person will be re-tested in 30 days after the failure. If the person failing the test is a
driver, that person will be suspended from their duties of driver until they pass the
test.
29
3. Third failure will result in a 48-hour suspension without pay from duty and the person
will be re-tested in 30 days after returning to duty.
4. Fourth failure will result in termination.
14.15. Certification - Firefighter must receive the Intermediate EMT certification within
12 months of hire.
Section 800.013 Interview Process
The employment interview is part of the selection process. The primary function of the interview
is to obtain data or to assess certain knowledge, skills, and abilities of a candidate not available
through review of applications. For basically qualified applicants from the same department as
the posted position, interviews may be waived with prior approval by the Employment Manager
in very limited circumstances. Certain guidelines will be observed to maximize the validity and
reliability of the interview process as well as ensure the adherence to current EEO requirements.
It is highly recommended that the Interview Resource Guide for Managers be reviewed prior to
any interview. All interview questions should be forwarded to the HR Employment Manager or
designee prior to the interview for reviewapproval. When possible and practical, an HR
representative should be on the interview panel. If the interview is for a supervisor, manager or
director level position, a representative from the EEO office should be included on the panel as a
non-interviewer. Under Veterans Preference, qualified applicants on the ARL will be given
consideration for an interview if any interviews are conducted from the ARL.
The interview panel will be selected by the hiring department. A minimum of three individuals
must serve on the interview panel. The interview panel shall consist of personnel who have
expertise with the elements of the position. In order to ensure objectivity and job knowledge, an
incumbent of the position, the immediate supervisor and/or manager and the Director or designee
should sit on the interview panel. Relatives or personal friends of the applicant will be excluded
from the panel. Reasonable accommodations shall be made for disabled applicants to allow
participation in the interview process.
The Department Head or Supervisor in which the position vacancy exists shall be responsible for
the development of interview questions and standards for measurement of candidate responses.
These standards must be derived from the job description. Consistency will be maintained in the
questions asked of all candidates. The questions must be job related and designed to measure job
30
knowledge, experience, education, or to solicit responses that reflect those personal traits that are
job related. Questions pertaining to protected categories such as race, sex, religion or marital
status or other inquiries that directly or indirectly require disclosure of such information are
prohibited. Any questions that would indirectly divulge an applicant's age, national origin, or
other protected category shall be made in strict accordance with Law.
The applicants selected for an interview must be notated in NEOGOV to include -
The date, time and locations of the interview; and
the interview panel.
Except for Airport Employees, Oonly Human Resources can tender any job offer or pay
commitment to the candidate(s).
Section 800.014 Contingent Job Offer (CJO)/Tentative Job Offer
After all interviews have been completed, review your interview notes, consult with the
interview panel (if applicable), department/division director, etc. and select the most qualified
person for the position. Upload your contingent decision into NEOGOV and notify HR. The
tentative selection should be forwarded to the HR Department no later than the Monday prior to
orientation. The following rules/procedures apply regarding salary offers –
a. Salary offered at the minimum of salary range
i. No additional action is required.
b. Salary offered is within (10 )percent of the minimum salary range
i. Written justification for the salary must be submitted by the Department Director to
the HR Director for approval.
c. Refer to Section 500.119 for salary offers that exceed up to ten (10) percent of the
minimum salary range or up to fifteen (15) percent above current salary for promotions.
Only the Human Resources Director or designee can make a contingent job offer for all non-
Airport employees. The Department Director or designee must notify HR of the selected
Candidate and the recommended salary via NEOGOV. The HR department will send a
31
conditional offer letter to the selected candidate and copy the Department Director. The HR
Department will contact the applicant (typically, via telephone) and make a conditional offer of
employment. This discussion should include the salary as well as any post-offer employment
screening. If the conditional offer is accepted, HR provides the candidate with information
regarding items needed/required that must be successfully completed before a final job offer can
be made. Required information/actions can include –
a. Completion of the I-9 form and appropriate identifying documentation;
b. Names and Contact Information of two (2) references;
c. Motor vehicle report (if required for the position being filled);
d. Physical exam (if applicable);
e. Drug test;
f. Background check authorization; and
g. Education and/or Certification verifications.
Public Service Committee Meeting
1/26/2015 1:00 PM
AN ORDINANCE TO AMEND THE PERSONNEL POLICIES AND PROCEDURES MANUAL OF
CODE SECTION 1-7-51 RELATING TO AIRPORT PERSONNEL
Department:Bush Field Airport
Caption:An Ordinance to amend the Personnel Policies and Procedures
Manual of Augusta, GA Code Section 1-7-51; to approve edits to
the following sections of Chapters III, V and VIII of the Personnel
Policies and Procedures Manual relating to Augusta Regional
Airport Personnel: 300.001, 300.002, 300.011, 300.012, 300.013,
300.014, 500.001, 500.316, 800.001, 800.004, 800.010, 800.011,
800.013 and 800.014. to repeal all Manual provisions, Code
Sections and Ordinances and parts of Code Sections and
Ordinances in conflict herewith; to provide an effective date and
for other purposes.
Background:On December 16, 2014, the Commission approved a motion to
grant hiring and firing powers to the Bush Field Airport Executive
Director. To effectuate this change a number of provisions in the
Augusta, Georgia Personnel Policies and Procedures Manual need
to be amended.
Analysis:See attached.
Financial Impact:N/A.
Alternatives:Decline to amend the manual at this time.
Recommendation:Approve.
Funds are Available
in the Following
Accounts:
N/A.
REVIEWED AND APPROVED BY:
Finance.
Law.
Administrator.
Clerk of Commission
Public Service Committee Meeting
1/26/2015 1:00 PM
Approve Proposal Submitted by Modern Business Systems, Inc. for Providing and Installing Furniture,
Fixtures & Equipment
Department:Recreation, Parks and Facilities
Caption:Motion to approve the proposal submitted by Modern Business
Systems, Inc. for providing and installing Furniture, Fixtures &
Equipment in the amount of $340,098.63.
Background:This contact will provide the Furniture, Fixtures and Equipment
for the new IT Building for the staff and operation of the IT
Department. Proposals to provide and install the Furniture,
Fixtures and Equipment for the new IT Building were received
from two (2) companies (Georgia State Contracts and Modern
Business Systems). Review and analysis of the two (2) compliant
proposals were performed by the Procurement Department,
assisted by Capital Improvements Program Management (CIPM).
The proposal from Modern Business was judged to be in the best
interest of the project and Augusta, Georgia.
Analysis:This Contract will provide all of the furniture, fixtures and
equipment for the new IT Building.
Financial Impact:TOTAL OF CONTRACT IS $ 340,098.63. This Contract amount
for the project’s FF & E is within the project’s budget.
Alternatives:1. Approve the Contract with Modern Business Systems, Inc. in
the amount of $ 340,098.63 for the purchase and installation of the
Furniture, Fixtures and Equipment. 2. Not approve the Contact;
however the department’s operations would be severely
compromised.
Recommendation:Approve the Contract with Modern Business Systems, Inc. in the
amount of $ 340,098.63 for the purchase and installation of the
Furniture, Fixtures and Equipment.
Funds are Available
in the Following GL 328-05-1120/213055102 SPLOST
Accounts:
REVIEWED AND APPROVED BY:
Finance.
Procurement.
Law.
Administrator.
Clerk of Commission
Emergency Invitation to Bid
Sealed emergency bids will be received at this office until Friday, December 5, 2014 @ 11:00 a.m. for furnishing:
Emergency Bid Item 14-239 Emergency Repairs to Public Defender Roof for Recreation, Parks &
Facilities Department
Emergency bids will be received by Augusta, GA Commission hereinafter referred to as the OWNER at the offices of:
Geri A. Sams
Procurement Department
530 Greene Street - Room 600A
Augusta, Georgia 30901
706-821-2422
Emergency Bid documents may be obtained at the office of the Augusta, GA Procurement Department, 530
Greene Street – Room 600A, Augusta, GA 30901. Documents may be examined during regular business hours at
the offices of Augusta, GA Procurement Department.
All questions must be submitted in writing by fax to 706 821-2811 or by email to
procbidandcontract@augustaga.gov to the office of the Procurement Department by Wednesday,
November 26, 2014 @ 5:00 P.M. No RFP will be accepted by fax, all must be received by mail or hand
delivered.
No Bid may be withdrawn for a period of 90 days after time has been called on the date of opening.
Invitation for bids and specifications. An invitation for bids shall be issued by the Procurement Office and shall
include specifications prepared in accordance with Article 4 (Product Specifications), and all contractual terms and
conditions, applicable to the procurement. All specific requirements contained in the invitation to bid
including, but not limited to, the number of copies needed, the timing of the submission, the required
financial data, and any other requirements designated by the Procurement Department are considered
material conditions of the bid which are not waiveable or modifiable by the Procurement Director. All
requests to waive or modify any such material condition shall be submitted through the Procurement Director to the
appropriate committee of the Augusta, Georgia Commission for approval by the Augusta, Georgia Commission.
Please mark BID number on the outside of the envelope.
Bidders are cautioned that acquisition of BID documents through any source other than the office of the Procurement
Department is not advisable. Acquisition of BID documents from unauthorized sources places the bidder at the risk of
receiving incomplete or inaccurate information upon which to base his qualifications.
GERI A. SAMS, Procurement Director
cc: Janice Allen Jackson Administrator
Robert Levine Recreation, Parks & Facilities
Lonnie Wimberly Recreation, Parks & Facilities
Rick Acree Recreation, Parks & Facilities
UNOFFICIAL
I&E Specialties INC.
141 Riverchase Way
Lexington, SC 29072
Modern Roofing1241 Gordon Park
Road
Augusta, GA 30901
non-compliant YES
53877 97168
YES YES
$26,720.00
30 DAYS
Proposed
Completion Days
Emergency Bid Item #14-239
Emergency Repairs to Public Defender Roof
for Augusta, Georgia - Recreation, Parks & Facilities Department
Emergency Bid Due: Friday, December 5, 2014 at 11:00 A.M.
SAVE Form
Emergency
Bid Price
Total Number Specifications Mailed Out: 16
Mandatory Pre-Bid Conference: NOT APPLICABLE
Total packages submitted: 2
Total Noncompliant: 1
Vendors
Attachment B
E-Verify #
Page 1 of 1
SOUTHERN ROOFING
ATTN BRANDON STEVENS
511 SKYVIEW DRIVE
AUGUSTA GA 30901
SCOTTS WOODWORK
ATTN WESLEY SCOTT
1825 KILLINGSWORTH
AUGUSTA GA 30904
JONES SHEET METAL
ATTN CHARLES JONES
441 CAROLE DRIVE
GROVETOWN GA 30813
I&E SPECIALTIES INC
ATTN WAYNE FULMER
141 RIVERCHSE WAY
LEXINGTON SC 29072
ROOF MANAGEMENT INC
ATTN TIM MELVIN
2480 WEAVER WAY
DORAVILLE GA 30340
NORTH AUGUSTA ROOFING
ATTN DUSTIN TYRA
1211 SUMMERHILL DRIVE
NORTH AUGUSTA SC 29841
SUMMIT GREEN SOLUTIONS
3070 DAMASCUS RD, SUITE A
AUGUSTA, GA 30909
YOUNGS ROOFING
ATTN KEVIN ROSIER
34 PADRICK STREET
MARTINEZ GA 30909
RETURNED MAIL
SOMMERS CONSTRUCTION
ATTN PATRICK SOMMERS
PO BOX 950
EVANS GA 30809
MODERN ROOFING
ATTN IVEY MOCK
1241 GORDON Park Road
AUGUSTA GA 30901
ATTN: CHARLIE TOBUREN
THOMSON ROOFING AND METAL CO
2292 WASHINGTON ROAD
THOMSON, GA 30824
ATTN: BOB STEVENS
SOUTHERN ROOFING
511 SKYVIEW DRIVE
AUGUSTA, GA 30901
ATTN: JASON TOLBERT
COMMERCIAL ROOF MGMT SVCS
125 TRADE STREET
BOGART, GA 30622
ROOF MANAGEMENT SERVICES
810 – 8TH STREET
AUGUSTA, GA 30901
RETURNED MAIL
BONE DRY ROOFING
3066 DAMASCUS ROAD
AUGUSTA, GA 30909
RETURNED MAIL
COMMERCIAL ROOF MANAGEMENT
125 TRADE STREET
BOGART, GA 30622
Emergency Bid Item 14-239 Emergency
Repairs to Public Defender Roof mailed
Thurs November 20, 2014
Emergency Bid Item 14-239
Emergency Repairs to Public Defender
Roof
For Recreation, Parks & Facilities Dept.
Emergency Bid Due: Thurs 12/05/14 @
11:00 A.M.
Rick Acree
Recreation, Parks & Facilities
Lumpkin Road
Lonnie Wimberly
Recreation, Parks & Facilities
Lumpkin Road
Yvonne Gentry
LSBOP
6th Floor
Municipal Building
Robert Levine
Recreation, Parks & Facilities
Lumpkin Road
Page 1 of 1
Bid 14-239
Public Service Committee Meeting
1/26/2015 1:00 PM
Award Contract – Public Defender Roof
Department:Recreation, Parks and Facilities
Caption:Approve contract in the amount of $26,720 to Modern Roofing to
install a new membrane roof, and the related work outlined in
RFB 14-239, over the existing at the Augusta Public Defender’s
Office.
Background:The roof on the Public Defender’s Office at the corner of 4th and
Hale Streets is leaking. These are temporary modular structures
placed on the site in 2004 to house the then recently formed
agency. They were intended to be in service for 5 years until more
suitable space could be provided. The age of the roof precludes
repair, so Request for Bids 14-239 was issued to solicit pricing to
cover the existing roof with a new membrane to extend the life of
the facility and minimize the potential for environmental concerns.
Analysis:If we are going to continue to house staff in these modular
buildings, we need to install the new roof membrane to make sure
the space is suitable for operations. The price is reasonable for the
scope of work.
Financial Impact:The contract amount is $26,720
Alternatives:1. Approve contract in the amount of $26,720 to Modern Roofing
to install a new membrane roof, and the related work outlined in
RFB 14-239, over the existing at the Augusta Public Defender’s
Office. 2. Do not approve and pursue other space options
Recommendation:Approve contract in the amount of $26,720 to Modern Roofing to
install a new membrane roof, and the related work outlined in
RFB 14-239, over the existing at the Augusta Public Defender’s
Office.
Funds are Available
in the Following
Accounts:
Funds have been set aside in Capital Fund 272
REVIEWED AND APPROVED BY:
Finance.
Procurement.
Law.
Administrator.
Clerk of Commission
Public Service Committee Meeting
1/26/2015 1:00 PM
Minutes
Department:Clerk of Commission
Caption:Motion to approve the minutes of the Public Services Committee
held on January 12, 2015.
Background:
Analysis:
Financial Impact:
Alternatives:
Recommendation:
Funds are Available
in the Following
Accounts:
REVIEWED AND APPROVED BY:
REQUEST FOR QUALIFICATION
Request for Qualifications will be received at this office until Wednesday, July 23, 2014 @ 11:00 a.m. for
furnishing:
RFQ Item #14-172 Professional Engineering & Planning Services for Comprehensive Master Plan for
Recreation, Parks & Facilities Department
Qualifications will be received by: The Augusta Commission hereinafter referred to as the OWNER at the offices
of:
Geri A. Sams, Director
Augusta Procurement Department
530 Greene Street - Room 605
Augusta, Georgia 30901
Request for Qualification (RFQ) documents may be viewed on the Augusta Georgia web site under the
Procurement Department ARCbid. RFQ documents may be obtained at the office of the Augusta, GA
Procurement Department, 530 Greene Street – Room 605, Augusta, GA 30901.
All questions must be submitted in writing by fax to 706 821-2811 or by email to
procbidandcontract@augustaga.gov to the office of the Procurement Department by Tuesday July 8,
2014 @ 5:00 P.M. No Proposal will be accepted by fax, all must be received by mail or hand delivered.
No qualifications may be withdrawn for a period of 90 days after time has been called on the date of opening.
Request for qualifications (RFQ) and specifications. An RFQ shall be issued by the Procurement Office and
shall include specifications prepared in accordance with Article 4 (Product Specifications), and all contractual
terms and conditions, applicable to the procurement. All specific requirements contained in the RFQ
including, but not limited to, the number of copies needed, the timing of the submission, the required
financial data, and any other requirements designated by the Procurement Department are considered
material conditions of the RFQ which are not waiveable or modifiable by the Procurement Director. All
requests to waive or modify any such material condition shall be submitted through the Procurement Director to
the appropriate committee of the Augusta, Georgia Commission for approval by the Augusta, Georgia
Commission. Please mark RFQ number on the outside of the envelope.
Proponents are cautioned that acquisition of RFQ documents through any source other than the office of the
Procurement Department is not advisable. Acquisition of RFQ documents from unauthorized sources places
the Proponent at the risk of receiving incomplete or inaccurate information upon which to base its qualifications.
GERI A. SAMS, Procurement Director
Publish:
Augusta Chronicle June 12, 19, 26, July 3, 2014
Metro Courier June 18, 2014
Revised: 6/27/2013
VENDORS Attachment
B
E-Verify
#
SAVE
Form Original 7
Copies
AMEC
1075 Big Shanty Road NW, STE 100
Kennesaw, GA 30144
YES 44372 YES YES YES
Sand County Studio
1272 W Spring Street,
Smyrna, GA 30080
YES 617170 YES YES YES
Robert and Company
229 Peachtree Street, NE, STE 2000
Atlanta, GA 30303
YES 131272 YES YES YES
Cranston Engineering Group, P.C.
452 Ellis Street
Augusta, GA 30901
YES 64684 YES YES YES
Lose & Associates, Inc.
220 West Crogan Street, STE 100,
Lawrenceville, GA 30046
YES 66062 YES YES YES
RFQ Opening
RFQ Item #14-172
Professional Engineering & Planning Service for
Comprehensive Master Plan
for Augusta, Georgia - Recreation, Parks & Facilities
Page 1 of 1
Evaluation Criteria
PTS
AMEC
1075 Big Shanty Road NW,
STE 100
Kennesaw, GA 30144
Sand County Studio
1272 W Spring Street,
Smyrna, GA 30080
Robert and Company
229 Peachtree Street, NE, STE
2000
Atlanta, GA 30303
Cranston Engineering Group,
P.C.
452 Ellis Street
Augusta, GA 30901
Lose & Associates, Inc.
220 West Crogan Street,
STE 100,
Lawrenceville, GA 30046
1. Proposer Qualifications 30 26.7 25.0 23.3 27.7 26.3
2. Experience in Comprehensive
Recreation, Parks & Facilities
Master Planning
30 27.3 25.0 23.0 28.3 27.0
3. Approach & Methodologies 20 19.3 16.0 16.3 19.0 19.7
4. Understanding of the Project
and its Objectives 20 17.7 16.7 16.7 19.0 18.3
Total 100 91.0 82.7 79.3 94.0 91.3
1.7 1.3 3
Cumulative Phase II Evaluation Sheet - RFQ Item #14-172
Professional Engineering & Planning Service for Comprehensive Master Plan
for Augusta, Georgia - Recreation, Parks & Facilities Department
Presentations were presented by the 3 top ranked firms from Phase I. The evaluation ranked the 3 vendors with the number one choice receiving a 1. Cranston received the best ranking for
Phase II with a score of 1.3. The second ranked firm was AMEC with a score of 1.7. Lose Associates was the 3rd ranked firm with a score of 3.
Cumulative lPhase II - Presentations
(Ranking in order of preference - 1 being the number one choice)
Presentations
Public Service Committee Meeting
1/26/2015 1:00 PM
Professional Engineering & Planning Service for Comprehensive Master Plan for Recreation, Parks and
Facilities
Department:Recreation, Parks and Facilities
Caption:Motion to approve RFQ 14-172, engineering and master plan
services for Recreation, Parks and Facilities to Cranston
Engineering Group for $274,102.00.
Background:The Augusta Recreation, Parks and Facilities Master Plan is
intended to help meet the needs of current and future residents by
positioning Augusta to sustain and improve the community’s vast
and unique parks and recreation assets. The citizen-driven plan
will establish a clear direction to guide city staff, city partners, and
elected officials in their efforts to enhance the community’s parks
and recreation services and facilities in a fiscally responsible
approach. In addition, the scope of the plan will include an
operational assessment of the Department the Commission has
approved that will focus on staffing levels, funding levels,
underutilized sites/programs, revenue opportunities and potential
partnership enhancements.
Analysis:A total of five (5) firms submitted proposals to RFQ 14-172.
Presentations were given by the three top ranked firms from Phase
I. This evaluation ranked the three vendors with the number one
choice being Cranston Engineering Group.
Financial Impact:Negotiations were conducted by the Department and a fee
proposal of $274,102.00 is being forwarded to the Augusta
Commission for approval which is for a comprehensive master
plan and organizational assessment.
Alternatives:1. To Approve RFQ 14-172 to Cranston Engineering Group for
professional services 2. Move No Action thus delaying work on
this guiding policy document and organizational assessment
Recommendation:1. To Approve
Funds are Available
in the Following
Accounts:
SPLOST VI (328-06-1110) $225,230 Operating Funds (101-10-
1110/6011140) $ 48,872
REVIEWED AND APPROVED BY:
Finance.
Procurement.
Law.
Administrator.
Clerk of Commission
Public Service Committee Meeting
1/26/2015 1:00 PM
Relocation of the Clerk of Commission Office
Department:
Caption:Update from Deputy Administrator Steve Cassell on the timeline
regarding the relocation of the Clerk of Commission Office.
(Requested by Commissioner Marion Williams)
Background:
Analysis:
Financial Impact:
Alternatives:
Recommendation:
Funds are Available
in the Following
Accounts:
REVIEWED AND APPROVED BY:
Public Service Committee Meeting
1/26/2015 1:00 PM
Therapeutic Massage Operators License
Department:Planning & Development
Caption:Discussion: A request by Laura Salman for a Therapeutic Massage
Operators license to be used in connection with Strictly Massage
located at 240 Camilla Avenue. District 7. Super District 10.
Background:This is a new location.
Analysis:The applicant meets the requirements of the City of Augusta's
Ordinance regulating Therapeutic Massage.
Financial Impact:The applicant will pay a fee of $141.00.
Alternatives:
Recommendation:Planning & Development recommends approval. The RSCO
recommends approval.
Funds are Available
in the Following
Accounts:
REVIEWED AND APPROVED BY:
Finance.
Law.
Administrator.
Clerk of Commission