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MINUTES OF THE <br /> ORONO CITY COUNCIL MEETING <br /> Monday,August 13,2018 <br /> 7:00 o'clock p.m. <br /> PRESENTATION—Continued <br /> Davis indicated those are the proposed points. <br /> Crosby asked what the change to the deputy chief. <br /> Davis stated they are recommending a point change of 42, which is reflected in the table. <br /> Rief noted the City already corrected that. <br /> Davis stated the second part of their engagement was to conduct a full market wage analysis. Based on <br /> information provided by City Staff,the average wage information was provided as well as job <br /> descriptions. Two different samples were used to gather that information,with the first one being a <br /> manual survey that was sent to 10 or 11 comparable cities. Davis noted Table 2 is not necessarily an <br /> apples-to-apples comparison based on position since not every city surveyed had the same positions. In <br /> addition, some difficulties were encountered comparing the deputy chief position since a number of the <br /> cities did not have that position, and as a result,the study looked at some county positions. Based on the <br /> information provided,the study formally reclassifies the deputy chief position. <br /> Table 3 depicts the total market survey results for every position in the City. As part of the study, it was <br /> assumed that most cities utilize the point system. Davis stated the table basically focuses on the <br /> minimum and maximum wages. As an example,per the market,the average minimum pay for the <br /> accountant position is $25.52 per hour. In the over/under current minimum column, if the number is <br /> negative,that means the current market minimum is above the Orono minimum, and if the number is <br /> positive,that means the market minimum is below market per the data that was collected. <br /> Davis stated overall on average the City comes in at about 55 cents per hour above the average market <br /> minimum and about even on the market maximum. That number takes the whole city as a whole and that <br /> there are employees that are either over or under that maximum. Davis stated on average the cost of <br /> living adjustments and contract negotiations have kept the City in line with other same or similar <br /> positions. <br /> The positions where most of the market minimums were below the market tended to be in the nonunion <br /> group. As a result,that group was isolated to see exactly where that group is at. Aside from two <br /> positions,both related to the police department,the City does come in below market on average for those <br /> two positions. Based on that information,Davis suggested some discussion be had by the City about the <br /> deputy chief position and the office manager position,which was coming in well above the market. <br /> The last part of AEM's engagement was to compile and develop a formal position review and <br /> reclassification process to use going forward. The City had indicated this was needed to ensure both <br /> consistent and fair application and provide guidance to City leadership on how to address specific <br /> requests as they come up. Some of the key outcomes and requirements were to establish clear review <br /> request eligibility guidelines,to provide some classification methodology information to Staff,to clearly <br /> communicate and direct formal position classification review requests and processes as well as provide <br /> information related to the right to appeal. <br /> Davis stated on average the City seems to be very much in line with the market maximums and <br /> minimums. AEM's recommendations are as follows: <br /> Page 3 of 14 <br />