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the policy and changed it into an ordinance The staff is bringing this to the Board for review <br />because as the staff began to review sections of the ordinance certain issues began popping <br />up and there have been law changes in multiple sections Also technology has changed the <br />way business is done <br />The objectives are as follows <br />Update changes in state and federal law include language in the Ordinance <br />consistent with the Family and Medical Leave Act of 1993 and Americans with <br />Disabilities Act <br />Adopt best practices for specified benefits develop a bank for shared leave where <br />employees could deposit leave into the bank not only for their benefit but also for <br />the benefit of others This would allow recipients of the shared leave donation to <br />receive the leave that they require while retaining their privacy <br />Modernize the terminology change the name of the Personnel Department to the <br />Human Resource Department and Department Heads to Department Directors <br />Remove items that are no longer relevant take out of the ordinance references to <br />the Employee Interest Card in Article I and Position Interest Cards in Article II <br />These items are no longer used the job line and Internet are now used to keep <br />potential applicants aware of vacancies <br />Create a Rules and Regulations Manual provide for a rules and regulations <br />manual developed and maintained by the County Manager that would instruct <br />department heads supervisors and employees on how to carry out the instructive <br />language in the ordinance This manual and any future revisions to the manual <br />would be reviewed with the Board The manual would also enable the Board to <br />keep the language in the ordinance specific enough to give direction but general <br />enough so that the ordinance would not become outdated with minor changes to <br />state and federal law In other words the ordinance would contain language on <br />what the Manager Department Directors and other were required to do as it relates <br />to personnel and the manual would direct them as to how to carry out those <br />requirements <br />Laura Blackmon made reference to the proposal on page 39 with a timetable to review <br />the different articles of the ordinance through some previously scheduled work sessions The <br />various sections could be brought back piece meal and then the entire ordinance could be <br />adopted all at once It is an aggressive timeline <br />In answer to a question from Chair Carey Annette Moore said that the ordinance is <br />what to do and the rules and regulations are how to do it The rules and regulations can be <br />changed without the process that an ordinance revision requires <br />Geof Gledhill said that right now the ordinance tries to capture public records <br />requirements and other state and federal law requirements and the proposal would be not to <br />do that anymore but to have the ordinance say that the personnel records are public or not as <br />required by state and federal law The rules and regulations are the things that the employees <br />would use on a daily basis <br />Chair Carey said that he has concerns about the Manager making changes and Laura <br />Blackmon said that part of the process would include how these changes would be made <br />Commissioner Foushee made reference to the Manager having the ability to determine <br />the standard operating procedures would be more appropriate than the Board determining the <br />daytoday operations These issues should be left to the staff