Common Council Special Workshop on Baker Tilly Compensation Study - May 26, 2026

The Middletown Common Council held a special workshop on May 26, 2026, at 5:30 p.m. to review the final report of the Baker Tilly Classification and Compensation Study (dated December 2025) and discuss next steps for potential adoption and implementation. The workshop featured presentations by Deputy General Counsel Corey Wisneski, Payroll/Pension Supervisor Nicole Carr, and Human Resources Director Justin Richardson, followed by a question-and-answer session with council members. No public comments were taken and no formal vote was held.

Discussion Items

• Presentation and Study Background: Corey Wisneski explained that the current classification system (Maximus) is about 25 years old and outdated. The study aimed to update job classifications and create a new pay scale for non-bargaining employees and those covered by unions UPSU and Local 466. Phase 1 and 2 (data collection, market assessment, job description updates) were completed; Phase 3 would require a council vote and implementation over an estimated minimum of six months.

• Implementation Process and Impact Bargaining: Wisneski outlined that 178 positions would need to be vetted with unions, including 102 positions for Local 466 (estimated 30 minutes per job, total 45–50 hours), 46 positions for UPSU (estimated 10 additional hours), and 5 non-bargaining positions (estimated 5 hours). Impact bargaining would address practical consequences of the new system, such as hours, wages, benefits, and parity. Meetings would be held by department with department heads, division leaders, union leadership, and HR present.

• System Updates and Costs: Nicole Carr detailed the complexity of updating the payroll system (AUC) to accommodate a new seven-step pay plan (current system has six steps) while maintaining existing salary schedules for fire, police, library, temporary employees, and elected officials. AUC vendor support at $250/hour was estimated to cost at least $250,000 for necessary updates. Justin Richardson outlined parallel updates to the HR system (NeoGov), estimated at $975. Both systems do not communicate and would need independent updates. Carr emphasized that current payroll staffing is insufficient; additional personnel would be needed to manage the dual-platform system and to address succession planning for her pending departure in July 2027.

• Statistical Comparisons: Richardson reported that of approximately 184 submitted job titles, Baker Tilly benchmarked 154 against ten peer municipalities. Only 35 positions had sufficient market data (three or more comparable positions). Among those benchmarked, 15 were above market, 2 were below, and the rest fell within an acceptable range. Councilwoman Linda Salafia questioned the need for a full overhaul given that most positions appear adequately compensated. Richardson and Wisneski argued that salary compression (e.g., manager and director earning nearly the same) and outdated job descriptions necessitate the update, and that the new schedule would create a 5% differential between grades to encourage advancement.

• Union Engagement: Wisneski and Richardson noted that UPSU cooperated closely with job description review, while Local 466 had not yet been fully engaged. If the council approved the study, impact bargaining would begin. Councilwoman Jeanette Blackwell asked about the fate of the study if not adopted; Wisneski responded that the city would retain the antiquated Maximus system, and collective bargaining agreements would govern future labor-management processes. She also noted that the current Local 466 contract includes a clause requiring council action on a new classification plan by January 5, 2027, else the city reverts to the existing process (reviewing 20 jobs instead of 10 per year). Fire and police were excluded from the study because they are certified under state standards and have no labor-management process.

• Red Circling and Implementation Scenarios: Richardson explained red circling using the Carpenter position as an example—an individual currently paid above market who would retain their salary but no future step increases, and the position would revert to proper grade upon departure. Councilwoman Salafia requested totals of proposed salary increases; Richardson directed her to pages 15–18 of the report showing three implementation scenarios. Scenario 1 would cost approximately $428,000 to move employees into new grades. Councilwoman Sweeney asked about software alternatives; Finance Director Carl (last name not stated) noted that a full Munis implementation would cost over $4 million and require more accounting expertise, making AUC a preferable partner.

Key Outcomes

• No formal vote was taken; the workshop was informational only.
• Council members expressed varying opinions: some questioned the cost-benefit (Salafia), others emphasized the need to address salary compression and outdated classifications (Blackwell, Gennaro).
• Next steps include potential council vote on adoption in a future meeting. If approved, impact bargaining would begin immediately, with implementation expected to take at least six months.
• The meeting adjourned at approximately 7:15 p.m. (based on transcript flow).