HomeMy WebLinkAboutHumanResourcesAgenda2026June26
107 North Kent Street, Winchester, VA 22601
County of Frederick
Michael J. Marciano
Director of Human Resources
(540) 665-5668
Fax: (540) 665-5669
Michael.Marciano@fcva.us
TO: Human Resources Committee and Board of Supervisors
FROM: Michael J. Marciano
DATE: June 18, 2026
SUBJECT: HR Committee Agenda
The HR Committee will meet in the First Floor Conference Room (Purple Room) at 107 North
Kent Street on Friday, June 26, 2026, at 8:45 a.m.
The agenda for the meeting is as follows:
1. Overview of Leave Donation Programs – alternatives, associated advantages and
challenges, and discussion to determine the HR Committee’s desired direction on this
topic. (Presentation by HR Director)
2. Turnover Ratio Discussion
Leave Donation Policy
Frederick County, VA
The Issue
Employees occasionally experience serious medical conditions or
family emergencies that require extended absences from work.
Although Frederick County offers paid leave benefits, some
employees may exhaust their available leave balance during
lengthy medical situations.
This can create significant financial and personal hardship during
an already difficult time for those individuals and families.
What is leave donation
It allows an employee’s earned paid leave to be donated to other
Frederick County employees in a time of need.
Purpose of Discussion
Today’s discussion is intended to:
Introduce the concept of employee leave donation programs.
Review common approaches utilized by public-sector employers.
Discuss the advantages, challenges, and administrative considerations
associated with each approach.
Obtain feedback and guidance from the HR Committee regarding whether
Frederick County should further explore a leave donation program.
Identify policy principles and priorities that should be considered if future
policy development is pursued.
No policy recommendation or draft policy is being presented for approval at this
time.
Historical Context: Frederick County’s Former Sick Leave Bank
Frederick County Previously Maintained a Sick Leave Bank
•Employees contributed leave to a centralized bank.
•Employees experiencing qualifying medical hardships could request leave
from the bank.
•The program was discontinued in February 2013.
•The Sick Leave Bank was no longer needed due to the County’s transition
from Annual Leave and Sick Leave to the Paid Time Off (PTO) system.
•Existing sick leave balances were converted to Individual Disability
Account (IDA) leave.
•The PTO/IDA structure was intended to provide employees with a reserve
of leave for extended illnesses and injuries.
Existing Leave Resources Available to Employees
Current Resources Available to Employees
•Paid Time Off (PTO)
•Individual Disability Account (IDA)
•Short-Term Disability (VRS Hybrid Plan Employees)
•Family and Medical Leave Act (FMLA)
•Virginia Paid Sick Leave (Effective July 1, 2027 –Up to 40 Hours Annually)
•Virginia Paid Family and Medical Leave Program (Implementation Beginning 2028
–Up to 12 Weeks at Approximately 80% Wage Replacement)
What Leave Donation Programs Are
Leave donation programs allow employees to voluntarily transfer earned
leave to assist coworkers experiencing qualifying medical or family
emergencies.
Such programs are designed to provide temporary assistance during
extraordinary circumstances while maintaining appropriate administrative
oversight and eligibility requirements.
It is a program that provides the County an opportunity to support its
employees while they navigate often difficult situations.
What Leave Donation Programs Are Not
An unlimited leave benefit.
A substitute for responsible leave management.
A replacement for FMLA, disability, or other leave programs.
A guarantee of continued employment.
A benefit available for routine absences.
Why Leave Donation Programs Are Considered
Supports employees during serious hardships.
Promotes employee morale and organizational support.
Demonstrates organizational compassion.
Provides additional flexibility during extraordinary circumstances.
Leave Donation Options
Three Common Approaches
1.Sick Leave Bank
2.Direct Donation
3.Hybrid Model (combination of a bank and direct donation)
Sick Leave Bank
Employees contribute leave to a centralized bank.
Eligible employees may request leave from the bank when
experiencing qualifying medical circumstances.
Human Resources, County Administration, or a committee
typically review applications.
Sick Leave Bank –Advantages & Challenges
Advantages:
Consistent administration.
Strong privacy protections.
Less influenced by department size or employee.
Easier leave accounting.
Challenges:
Standardized leave limits may not address all circumstances.
Requires ongoing administration.
Requires eligibility rules and oversight.
Long-term sustainability must be monitored.
Local Government Examples -Sick Leave Bank
City of Richmond, VA
Madison County, VA
Waynesboro, VA
Spotsylvania County, VA
James City County, VA
Direct Leave Donation
Requires an employee that desires leave donation to make a
formal request to other employees for leave donation.
Requests are typically coordinated through Human Resources.
Employees decide whether and how much leave to donate.
Direct Leave Donation –Advantages & Challenges
Advantages:
Flexible.
Assistance can match individual circumstances.
Donations occur only when a need exists.
Potentially lower long-term liability (depending on program design).
Challenges:
Outcomes may vary by department size or employee’s popularity.
More administrative processing.
Additional privacy considerations.
Potential inconsistency between cases.
Other Localities with Direct Leave Donation
Clarke County, VA
Warren County, VA
Fairfax County, VA
City of Manassas, VA
Loudoun County, VA
Fairfax City, VA
Commonwealth of Virginia Employees
Hybrid Model
Combines elements of both a sick leave bank and a direct
donation program.
Employees may access leave bank hours first.
Additional direct donations may be permitted after
established eligibility requirements are met.
Administrative review is typically required.
Hybrid Model –Advantages & Challenges
Advantages:
Balances flexibility and oversight.
Reduces inequities associated with direct donation.
Allows additional assistance in exceptional cases.
Can be customized to the County’s needs.
Challenges:
More complex to administer.
Requires clear eligibility standards.
Requires consistent oversight.
May require periodic review and adjustment.
Comparison of Leave Duration Models
Consideration Sick Bank Direct Donation Hybrid
Administrative Complexity Low Moderate High
Consistency High Moderate High
Flexibility Moderate High High
Privacy High Moderate Moderate
Oversight Requirements Moderate Moderate High
Discussion Questions
Given the County’s existing PTO/IDA structure and newly enacted Commonwealth
of Virginia leave programs, what gap, if any, should a leave donation program be
designed to address.
Which model appears most appropriate?
What eligibility standards are important?
What safeguards should be included?
Are there concerns not addressed today?
County Headcount Report
HR Committee Meeting
June 2026
Page 1 of 2
Full-Time Headcount *2026 figures omit NRADC data
2025 FULL-TIME HEADCOUNT 2026 FULL-TIME HEADCOUNT
Month
FT Hires +
Changes to FT
FT Terms +
Changes to PT
Month-End
Headcount Gain/ Loss Month
FT Hires +
Changes to FT
FT Terms +
Changes to PT
Month-End
Headcount Gain/ Loss
YE 2024 YE 2025
Jan 11 7 584 4 Jan 9 8 615 1
Feb 8 6 586 2 Feb 1 7 609 -6
Mar 4 2 588 2 Mar 3 3 609 0
Q1 23 15 8 Q1 13 18 -5
Apr 2 7 583 -5 Apr 0 0 609 0
May 17 6 594 11 May 0 0 609 0
Jun 2 1 595 1 Jun 0 0 609 0
Q2 21 14 7 Q2 0 0 0
Jul 13 10 598 3 Jul 0 0 609 0
Aug 2 10 590 -8 Aug 0 0 609 0
Sep*2 2 590 0 Sep 0 0 609 0
Q3 17 22 -5 Q3 0 0 0
Oct 4 2 592 2 Oct 0 0 609 0
Nov 27 3 616 24 Nov 0 0 609 0
Dec 4 6 614 -2 Dec 0 0 609 0
Q4 35 11 24 Q4 0 0 0
96 62 34 13 18 -5
YE 2025 614 YTD 2026 609
* Fire & Rescue new recruits Increase %-24.4%Increase %-1.0%
Full-Time Hiring Trends III.Part-Time Hires & Terms
2025 PART TIME 2026 PART TIME
Month PT Hires PT Terms Month PT Hires PT Terms
Jan 10 4 Jan 15 2
Feb 19 2 Feb 13 0
Mar 11 2 Mar 17 11
Apr 24 10 Apr 0 0
May 18 0 May 0 0
Jun 22 8 June 0 0
Jul 9 1 Jul 0 0
Aug 9 1 Aug 0 0
Sep 7 0 Sep 0 0
Oct 14 2 Oct 0 0
Nov 13 2 Nov 0 0
Dec 10 0 Dec 0 0
Total 166 32 Total YTD 45 13
** Fire & Rescue new recruits
9
0
3
0
1
2
3
4
5
6
7
8
9
10
Jan Feb Mar
2026 Full-Time Hires (Q1)TOTAL YTD: 12
HR Committee Report
County Headcount Report
HR Committee Meeting
June 2026
Page 2 of 2
Full-Time Turnover IV.Separation Reasons***
2025 (Q1-Q4)2026 (Q1)
Month
Terms Total
(includes status
changes)
Tunover Rate
(Start of Year -
Terms)
Quarterly
Turnover Rate
Annual
Turnover Rate FT Reason Count FT Reason Count
YE 2025 Personal Reasons 9 Personal Reasons 4
Jan 7 1.2%Retirement 7 Retirement 3
Feb 6 1.0%Pay 11 Pay 4
Mar 2 0.3%2.6%Different Opportunity 5 Different Opportunity 1
Apr 7 1.2%Performance 3 Performance 2
May 6 1.0%Dissatisfied with Job 3 Dissatisfied with Job 0
Jun 1 0.2%2.4%Career Growth 0 Career Growth 0
Jul 10 1.7%Not Specified 12 Not Specified 0
Aug 10 1.7%All Other 12 All Other 4
Sep 2 0.3%3.8%Total 62 Total 18
Oct 2 0.3%
Nov 3 0.5%
Dec 6 1.0%1.9%10.7%
62
Month
Terms Total
(includes status
changes)
Tunover Rate
(Start of Year -
Terms)
Quarterly
Turnover Rate
Annual
Turnover Rate
YE 2025
Jan 8 1.3%
Feb 7 1.1%
Mar 3 0.5%2.9%2.9%
Apr 0 0.0%
May 0 0.0%
Jun 0 0.0%0.0%2.9%
Jul 0 0.0%
Aug 0 0.0%
Sep 0 0.0%0.0%2.9%
Oct 0 0.0%
Nov 0 0.0%
Dec 0 0.0%0.0%2.9%
2026 YTD 18
Department # of FT Staff # of FT Terms Percent of Terms
Sheriff 144 56%10
Fire & Rescue 193 5%1
Public Works 66 17%3
All Other 201 22%4
2026 FT STRAIGHT TURNOVER
2025 FT STRAIGHT TURNOVER
*** As reported in exit interviews and/or their departments.
Sheriff
56%
Fire & Rescue
5%
Public Works
17%
All Other
22%
2026 Termination Trends by Department
Q1
Sheriff Fire & Rescue Public Works All Other
HR Committee Report
SheriƯ and Fire & Rescue Exit Survey Data
At the request of the HR Committee in March 2026, all SheriƯ and Fire & Rescue employees
who resigned in Q1of 2026 were contacted for exit survey data. Their personal and
Frederick County emails were provided with an Exit Survey (none were completed), with the
option of completing virtually, in-person, or even over the phone. Below is a review of the
data captured:
Total Number of Resignations: 18
SheriƯ Department: 10
Sheriff
Reason Count
Personal Reasons 3
Retirement 1
Pay 2
Different Opportunity 1
Performance 1
Dissatisfied with Job 0
Career
Growth 0
Not Specified 0
All Other 2
Total
10
F&R Department: 1
F&R Reason Count
Personal Reasons 0
Retirement 0
Pay 1
Different Opportunity 0
Total
1
Department of Social Services Headcount Trends Report
HR Committee Meeting
June 2026
Page 1 of 2
I.Full-Time Headcount
2026 FULL-TIME HEADCOUNT 2025 FULL-TIME HEADCOUNT
Month Hires Total
Terms
Total
Month-End
Headcount Gain/ Loss Month Hires Total
Terms
Total
Month-End
Headcount Gain/ Loss
YE 2025 70 YE 2024 77
Jan 4 0 74 4 Jan 5 2 80 3
Feb 2 3 73 -1 Feb 1 3 78 -2
Mar 1 4 70 -3 Mar 1 3 76 -2
Apr 0 0 70 0 Apr 3 2 77 1
May 0 0 70 0 May 2 1 78 1
Jun 0 0 70 0 Jun 1 2 77 -1
Jul 0 0 70 0 Jul 5 9 73 -4
Aug 0 0 70 0 Aug 5 3 75 2
Sep 0 0 70 0 Sep 0 0 75 0
Oct 0 0 70 0 Oct 1 4 72 -3
Nov 0 0 70 0 Nov 4 2 74 2
Dec 0 0 70 0 Dec 0 4 70 -4
7 7 0 28 35 -7
YE 2025 70 YTD 2024 75
% Change 0.0%% Change -2.7%
Note:
DSS has 2 steady part-time employees; 1 position vacant as of 3/31/26
II.Full-Time Hiring Trends
5
1 1
3
2
1
5 5
0
1
4
0
0
1
2
3
4
5
6
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2025 Full-Time Hires
(Q1 -Q4)Total YTD 28
4
2
1
0
1
1
2
2
3
3
4
4
5
Jan Feb Mar
2026 Full-Time Hires
(Q1)Total YTD 7
HR Committee Report-DSS
Department of Social Services Headcount Trends Report
HR Committee Meeting
June 2026
Page 2 of 2
IV.Termination Trends
2025 Full-Time Turnover
2025 FT STRAIGHT TURNOVER
Month Terms Total
Tunover
Rate
(Start of Year
minus Terms)
Quarterly
Turnover
Annual
Turnover
Rate
YE 2024
Jan 2 2.6%
Feb 3 3.9%
Mar 3 3.9%10.4%10.4%
Apr 2 2.6%
May 1 1.3%
Jun 2 2.6%6.5%16.9%
Jul 9 11.7%
Aug 3 3.9%
Sep 0 0.0%15.6%32.5%
Oct 4 5.2%
Nov 2 2.6%
Dec 4 5.2%13.0%45.5%
35
2026 FT STRAIGHT TURNOVER
Month Terms Total
Tunover
Rate
(Start of Year
minus Terms)
Quarterly
Turnover
Annual
Turnover
Rate
YE 2025
Jan 0 0.0%
Feb 3 4.3%
Mar 4 5.7%10.0%10.0%
Apr 0 0.0%
May 0 0.0%
Jun 0 0.0%0.0%10.0%
Jul 0 0.0%
Aug 0 0.0%
Sep 0 0.0%0.0%10.0%
Oct 0 0.0%
Nov 0 0.0%
Dec 0 0.0%0.0%10.0%
7
2026 2025
FT Reason Count FT Reason Count
Career Growth 1 Pay 6
Personal Reasons 2 Personal Reasons 6
Agency Term - Performance 0 Agency Term - Performance 5
Different Oppportunity 4 Different Oppportunity 5
Not Specified 0 Not Specified 11
Career Growth/Relocation 0 Career Growth/Relocation 2
Performance/ allowed to resign 0 Performance/ allowed to resig 0
Retirement 0 Retirement 0
Total 7 Total 35
Benefit Programs
43%
Family Services
40%
Administration
17%
2025 DSS
Turnover by Department
Benefit Programs Family Services Administration
Benefit Programs
29%
Family Services
71%
Administration
0%
2026 DSS
Turnover by Department
Benefit Programs Family Services Administration
HR Committee Report-DSS