CCW PACKET

Council Committee of the Whole Agenda January 14, 2020 - 6:00 p.m. City Hall Council Chambers 15 Loockerman Plaza, Dover, Delaware Public comments are welcomed on any item and will be permitted at the appropriate time. When possible, please notify the City Clerk (736-7008 or email at cityclerk@dover.de.us) should you wish to be recognized. Parks, Recreation, and Community Enhancement Committee Adoption of the Agenda 1. Update on the Towne Point School and Discussion of a Dog Park (Anderson) 2. Adjournment of Parks, Recreation, and Community Enhancement Committee meeting Legislative, Finance, and Administration Committee Adoption of the Agenda 1. Presentation - Diversity and Inclusion Study 2. Discussion - City of Dover Affirmative Action Plan 3. Project Carry-forward Budget Balances/Proposed Budget Amendments/Ordinance #2020-01 (Staff recommendation: Approval of the proposed budget amendments for Fiscal Year 2020 and adoption of Ordinance #2020-01) 4. Dover Library - Kent County Reciprocal Borrowing Funds (Staff recommendation: Authorizing the City Manager or her designee to send a letter detailing the proposed uses for the $125,000 allocation) 5. Adjournment of Legislative, Finance, and Administration Committee meeting Adjournment of Council Committee of the Whole meeting S:\AGENDAS-MINUTES-PACKETS-PRESENTATIONS-ATT&EXH\Committee-Agendas\2020\01-14-2020 CCW AGENDA.wpd The agenda items as listed may not be considered in sequence. Pursuant to 29 Del.C. §1004(e)(2), this agenda is subject to change to include the addition or deletion of items, including executive sessions, which arise at the time of the meeting.

Diversity and Inclusion Assessment for the City of Dover Delaware FINAL Capital of the First State

Report Content • Introduction • Assessment Objective • Assessment Methodology • Participation and Demographics • Summary of Findings (Overall, City of Dover, Dover Police Department) • Assessment Findings (City of Dover & Police Department) • Recommendations (City of Dover & Police Department) • Appendix – Focus Group and Interview Questions • Appendix - Human Capital Data • Appendix – Recommended IVY Training CONFIDENTIAL for City of Dover 2

Introduction • Ivy Planning Group (Ivy) is pleased to present this Diversity and Inclusion Assessment Report to the City of Dover - City Manager, City Council, Departments and Staff. Ivy has been a trusted adviser to hundreds of clients for more than 29 years and continues to help solve complex diversity and inclusion challenges facing our ever-changing workforce and workplace. Our client list includes many organizations in the state of Delaware, and we are excited to include the City of Dover to the list of amazing clients. • This Assessment Report takes a look at the state of workforce and workplace in the City and Police Departments, leveraging diversity as an opportunity and enabler to success. We are grateful that you trusted us with your data, documents, processes and made time for employees to provide their insights to help us understand your organization better and make recommendations that will drive better outcomes. There is a quote that says “a rising tide lifts all boats” – John F. Kennedy which rings true for assessments like this one. Implemented recommendations that improves diversity and inclusion benefits all staff and leads to a better employee experience. • We encourage you to view this report as a gift of perspective, insight and feedback - which can aid in making more inclusive and solid business decisions. We also encourage you to use it as a tool to open greater channels of communication to better serve one another and the community. CONFIDENTIAL for City of Dover 3

Assessment Objective The City of Dover (City) contracted with IVY Planning Group (IVY) to conduct a Diversity and Inclusion (D&I) assessment in order to determine: • Workforce availability, based on EEOC job categories, within the entire City of Dover geographic area • Strengths and weaknesses of the recruitment and selection practices and written personnel policies • Current level of inclusion with the workforce • Recommendations to improve diversity efforts in regard to recruiting for civilian and sworn police officers and cadets • Clear recommendations to improve all of the above Ivy performed a multi-phased approach to meet this objective: • Quantitative analysis of City of Dover’s workforce data and HR processes, specifically, the recruiting and selection processes, policies, practices • Qualitative analysis of interview and focus group data • Deliverable of findings and recommendations to improve D&I at City of Dover CONFIDENTIAL for City of Dover 4

Assessment Methodology Ivy’s assessment methodology utilizes a quantitative and qualitative assessment process. 1. Ivy performed a quantitative human capital analysis of City of Dover’s workforce. Three approaches were used for this analysis: • The analysis included a 2019 snapshot data review of the City of Dover (City) and Dover Police Department’s (DPD) workforce representation and utilization* by gender, race/ethnicity and level. • The analysis included a review of City and DPD’s workforce representation by gender, race, ethnicity, and job group* (using EEO-4 occupation categories) for FY 2015-2019 compared to the civilian labor force for the entire US (US CLF), and the US citizens employed in Delaware (DE CLF). • The analysis included an employee progression analysis, with trends over time for FY2015, 2017 and 2019, for City and DPD’s applicant flow*, new hires*, promotions*, and separations/attrition* displayed by gender, race, and ethnicity, along with an adverse impact analysis. NOTE: Dover provided Ivy with City and DPD workforce data separately for 2019 ONLY. The historical data, 2015 and 2017, was provided only via MD715 reports, with City and DPD combined. With that, we were unable to separate City from DPD for 2015-17. * See the Appendix for details of the human capital analysis CONFIDENTIAL for City of Dover 5

Assessment Methodology, continued 2. Ivy performed a qualitative human capital analysis of the City and DPD’s workforce using focus groups and interviews. We sent several invitations to participate in the study to the entire employee population and followed up with respondents, sending individual calendar invites for their scheduled interview or focus group. Each interviewee and focus group attendee were asked the same questions and those questions can be found in the Appendix of this report. Interviews The interviews were conducted with 16 department leaders, 1 hour each. Focus Groups City and DPD staff were grouped into sessions by job role/function or by demographic grouping, including gender and/or race/ethnicity. IVY collects data this way in order to obtain a holistic view of the organization and understand how employees experience the organization across roles/functions and demographics. 9 focus groups were conducted, 1.5 hours each. In order to create a comfortable environment to speak, all focus group participants were asked to maintain anonymity and IVY committed to confidentiality. While one IVY consultant asked the questions, a second IVY consultant was the scribe. The notes were projected onscreen so participants could see and confirm the accuracy of the notes. CONFIDENTIAL for City of Dover 6

Assessment Methodology, continued 3. For both the interview and the focus group data, Ivy performed a structured content analysis using a coding scheme to classify each participant comment into themes as well as similarities and differences in employee experience across the different participant communities (e.g., people leaders vs. individual contributors, women vs. men, Hispanic and people of color vs. White employees). Those themes were then grouped into findings and subsequently, recommendations. 4. Ivy also performed a document review and specifically analyzed the recruitment/selection process for both the City and DPD. We examined the people, processes, functions, and systems to determine how they are working to achieve the desired goals and ways D&I can enable the process. In addition, the document review serves as a point of reference for comparison to the data to be collected from the qualitative data analysis. For example, through interviews and focus groups we sometimes find gaps between how talent management routines were intended to work (i.e., policies on paper) and how they are actually implemented and experienced by leaders and employees. CONFIDENTIAL for City of Dover 7

Participation in the Diversity and Inclusion Study • As outlined in the Assessment Methodology, the opportunity and invitation to participate in this study was provided to all employees. Some points regarding participation rates include: • While participation rates were lower than desired among staff, leaders in the City and DPD participated and demonstrated eagerness to lend their voice to the effort. • There were NO White Men and White Women Sworn Officers that participated in this study. Reasons for the lack of participation as relayed by police department leadership and input from focus groups include: (1) overtime was not authorized, (2) focus group dates/times did into correspond with the work times of the officers, (3) vacations and other prescheduled leave prevented those who may want to participate from doing so. It is unclear the reasons/causes for this lack of participation, so an opportunity exists to request more feedback. • Overall participation met or exceed those in other studies Ivy conducted with similar sized organizations in and outside of Delaware. • It is also important to note Ivy began its work in Delaware with the State of Delaware Assessment in 2016. This study and others we have conducted since mention the history of racial issues within the state and that the topic of diversity has shown to be difficult for some. Ivy understands that this may have contributed to the lack of participation in this study (although we could not confirm that with staff) but believe that City and DPD desires to press toward understanding and building a culture that is fully diverse and inclusive. CONFIDENTIAL for City of Dover 8

Participant Demographics Participation rates for the focus groups totaled 39%. Details by community/demographic follows: Roles Race Gender Count Total Pop % Part Date Sergeants All All 6 9 67% 6/26/2019 Lieutenants All All 3 4 75% 6/24/2019 Master Corporal All All 4 15 27% 7/8/2019 Police Officers POC Male 1 18 6% 7/1/2019 Civilan White Male 4 115 3% 7/8/2019 Civilan White Female 6 51 12% 6/24/2019 Police Civilian White Female 2 6/24/2019 Civilian Supervisors All All 13 27 48% 6/17/2019 Civilan POC All 7 50 14% 6/27/2019 Police Civilian POC All 4 6/27/2019 Mayor and Council Members All Male 6 9 67% 7/8/2019 1:1 Interviews All All 16 22 73% Total 72 320 39% NOTES: • Police Civilians participated as part of the Civilian focus groups and are counted as part of that total population. CONFIDENTIAL for City of Dover 9

Summary of Assessment Findings CONFIDENTIAL for City of Dover 10

Summary of Findings (Overall) O1: City of Dover and Police Department participants shared that pensions, benefits, commute, education reimbursement and earned vacation time as positive reasons they stay in their jobs. O2: Council Members expressed great pride in the efforts made to improve diversity and the environment that fosters inclusion. O3: The Dover Human Relations Commission conducted a Diversity Research Study in 2016 that produced nine (9) recommendations. There is little evidence that any of the recommendations outlined in the plan were met. O4: City and DPD leaders should seek to build capacity at articulating the benefits of diversity as a business and community service enabler. O5: Both the City and DPD human capital analysis results show acceptable representation or improvements across gender, race/ethnicity and job function categories. O6: Many respondents felt that the lack of racial/ethnic diversity in the senior levels of the City and Police Department contributes to the poor reputation that exists within the community. 11

Summary of Findings (Police Department) S1: The DPD website provides transparency to applicants on the process to becoming a Sworn Officer as well as attending the Police Cadet Academy. Strengths at the DPD (S) S2: DPD conducts periodic “How to Succeed” information sessions for potential candidates on the steps to becoming a Sworn Officer. Diversity and E1: The lack of participation in this study by the Sworn Officer communities (white male, white female and people of color) provides an opportunity for DPD leadership to delve deeper to better Inclusion understand perceptions and barriers to diversity and inclusion. Environment (E) E2: A disassociation exists between diversity and qualifications. This results in many study participants describing diversity as less than. R1: People of color and women don’t move through the applicant pipeline at the same rates as their white counterparts, funneling out at much greater rates. R2: The lack of racial and ethnic diversity that exists on the Oral Board interview panel increases potential bias against women and people of color. R3: Recruiting efforts lack ties to a comprehensive strategy for attracting and hiring women and Recruiting (R) people of color. R4: The candidate processing time from application to offer may present a barrier to attracting and hiring the best talent. R5: It is difficult for lateral hires from the outside to get credit for their experiences and tenure due to a somewhat inflexible hiring policy, which presents a barrier to having outsiders' close race, gender and ethnicity gaps. CONFIDENTIAL for City of Dover 12

Summary of Findings (Police Department) R6: The application process does not leverage technical advances to reach talent who may not reach the DPD through conventional methods. This may deter potential applicants. Recruiting (R) - R7: Internal promotions contribute to the lack of racial/ethnic diversity in leadership, since the Continued internal pipeline lacks a robust supply of racial/ethnic diversity. R8: The PD website https://doverpolice.org/ should be updated to better reflect the commitment to represent a diverse community and the overall appreciation for diversity and inclusion. P1: Disciplinary actions for bad behavior are inconsistently executed and largely depend on who Performance (P) the supervisor is and the closeness of the relationship with the officer. CONFIDENTIAL for City of Dover 13

Summary of Findings (City/Civilian) SC1: The City Council Mission Statement and the HR Mission uses inclusive language that helps build communication, inclusion, and trust. Strengths at the SC2: The City established a Minority & Female Recruitment Enhancement strategy to close City (SC) gaps in presentation which demonstrated thoughtful due diligence and a genuine effort to minority recruitment. AC1: Advancement opportunities within the City of Dover are unclear and inconsistent for Advancement at people of color. the City (AC) AC2: Training opportunities that offer new skills for advancement were considered nonexistent. PC1: Many respondents felt that the amount, frequency, method of receiving and providing Performance at the feedback was adequate but not consistent across groups and departments. City (PC) PC2: The current merit pay system is not considered effective among non-union staff. RC1: The City’s website provides helpful information to prospective candidates. However, other functions relating to the application process are cumbersome and may be a deterrent Recruiting at the to attracting top talent. City (RC) RC2: Applicant tracking for prospective candidates is not sufficient. RC3: Recruiting and sourcing methods do not reach diverse candidates on a consistent basis. Diversity & Inclusion EC1: Women and people of color have a more inconsistent experience working at the City Environment at the than their white male counterparts. City (EC) CONFIDENTIAL for City of Dover 14

Summary of Findings (City/Civilian) L1: Two leadership barriers stand in the way of D&I success at City: 1) There is a disconnect between Leadership (L) leadership’s desire to advance D&I efforts and in their impact/results and 2) There is a lack of accountability in leadership owning D&I efforts. CONFIDENTIAL for City of Dover 15

Assessment Findings CONFIDENTIAL for City of Dover 16

Approach to Findings City of Dover engaged IVY to conduct a D&I assessment of the organization and its human resource functions. IVY’s assessment was conducted through a diversity and inclusion (D&I) lens, therefore the findings focus on factors that were enablers or barriers to D&I at City and DPD. The findings are a synthesis of several approaches: 1. There is a story, a reality, in numbers. • Methods: IVY analyzed quantitative data to identify any gaps by race, ethnicity or gender in terms of opportunities throughout City and DPD’s hiring processes and employee lifecycle. As appropriate, IVY also used these analyses to identify possible root causes of gaps, as these would be enablers or barriers to D&I. • Access: One element critical for success is access to the applicant and workforce data requested for the assessment. City and DPD was forthright and accommodating in giving IVY access to all requested data. • Accuracy: Another element critical for success is the data’s completeness and accuracy. This proved to be a challenge with the applicant data, largely due to the fact that City had not implemented their human resources information system (HRIS) or applicant tracking system (ATS). Adequate systems facilitate tracking of every step as job applicants progress through recruiting and hiring cycles, as well as employee activity including progress through promotion qualification and assessment processes. 2. Personal/group experiences. • Why they matter: Experiences, and oftentimes, perceptions, qualify as reality to the individuals who have those experiences and perceptions. Leaders must therefore understand employees’ perceptions in order to understand their reality. • Methods: IVY analyzed qualitative data collected using interviews with department leaders and Commissioners, and focus groups with managers, employees, and external stakeholders. In order to understand how employees were experiencing City and DPD, we asked questions about the workplace culture, recruiting procedures, career advancement, performance management and appraisal, rewards and recognition, D&I, retention, accountability, and City and DPD’s brand in the community. We used a structured, content analysis process to code and summarize the qualitative data. The findings are based on the many voices that we heard and patterns that emerged from the content analysis. CONFIDENTIAL for KCLC 17

Approach to Findings, continued 3. Documents review. • IVY requested over two-dozen documents. These sources help us understand human resource functions, polices, procedures, and systems at City and DPD that may influence or hinder D&I. A small sample of the documents we reviewed include recruitment policies and procedures; applicant tracking reports; new employee manual; job descriptions; job postings; and the City and DPD benefits. 4. D&I experience and subject matter expertise. • IVY is a recognized thought leader regarding diversity and inclusion in the workplace and has earned industry recognition and awards for D&I research and work. • IVY has been in business since 1990. We have nearly 30 years of experience doing D&I work. • IVY has a track record in successful engagements with clients across sectors and industries and therefore is able to offer invaluable knowledge along with proven recommendations and best practices. 5. Data synthesis and presentation of findings. • The IVY team reviewed the results from all sources described above and synthesized those results to produce themes. These themes summarize and characterize the findings. • This report presents Overall Themes that cut across DPD and the City along with Key Findings for each theme. • The themes are: Police Department City of Dover Strengths Strengths Leadership D&I Environment Advancement Recruiting Performance Performance Recruiting D&I Environment • Some findings will also display quotes from participants in the interviews and focus groups. While many experiences and insights were shared with us, these quotes are just a sample of the experiences / insights that represent a particular theme discussed in the findings. CONFIDENTIAL for KCLC 18

Overall Findings Key Findings: 1. City of Dover and Police Department participants shared that pensions, benefits, commute, education reimbursement and earned vacation time as positive reasons they stay in their jobs. We asked participants to share the reasons why they stay, and many pointed to reasons such as pensions, benefits, commute, education reimbursement, and earned vacation time and enjoyment of the work and people they work with. Others shared that the availability of the job opportunity was a driving factor to working for the City. 2. Council Members expressed great pride in the efforts made to improve diversity and the environment that fosters inclusion. Council members shared that they are committed to further improving diversity and inclusion for not just the staff but the community at the City. They also acknowledged the constraints with available talent, budget and present community reputation challenges. “I think there is great inclusion within the city. I have seen changes from when I was a child. All of the community participating and adding to the betterment of the city. There are those who choose not to be included and that’s their loss, but for the most part I feel like everyone is able to participate and add to the success and prosperity of the community. I don’t think there is any community that is as successful as they want to be. It’s not because we haven’t made the effort” – Council Member. CONFIDENTIAL for City of Dover 19

Overall Findings - continued 3. The Dover Human Relations Commission conducted a Diversity Research Study in 2016 that produced nine (9) recommendations. There is little evidence that any of the recommendations outlined in the plan were met. The recommendations/conclusions presented in the study centered around ways all City departments can increase D&I skills among staff through interactive training, improve the digital presence of the organization as well as suggested activities to better connect with the diverse citizens in Dover. When asked why the recommendations were not met, time, ownership and aptitude to change were identified as reasons. If even a few of the recommendations were implemented, it would have provided additional clarity around the vision of D&I at the City of Dover. 4. City and DPD leaders should seek to build capacity at articulating the benefits of diversity as a business and community service enabler. When we asked leaders what they have done to advance D&I, many of the responses did not demonstrate an understanding of how to lead across differences. Leaders were also not clear about the vision and mission of D&I at the City and DPD as a key strategy to improve business operations and reputation within the community. Many focused on the desire not to discriminate but could not identify intentional actions performed to ensure inclusion. • Leaders lacked basic understanding of how to manage across differences and mitigate bias. • Leaders did not show commitment to Diversity and Inclusion. • Leaders did not consistently demonstrate a focus on leading people. “We have a lot of different communities here; I think the city is looked at as someone that is trying to get the people in the lower income communities. We have more police in lower “One of the very real challenges and frustrations for supervisory staff is that the income areas due to more complaints and crime. We don’t put enough attention to their demographics of the communities have lots of minorities. We would like the staff infrastructure. We are just government and we don’t care about the lower income areas. If I to reflect the community, but it doesn’t. When we post positions, we hope looked at which roads were not being maintained, that may not be true, but it is perception. I minorities apply and bring the qualifications we need but it doesn’t happen”.– City don’t have a good handle on where the diverse areas are other than the lower income areas. Leader People would call and ask for traffic calming things – stats would prove that it’s not as bad as it seems. The perception would be then that they don’t care to help them.” -- City Leader CONFIDENTIAL for City of Dover 20

Overall Findings - continued 5. Both the City and DPD human capital analysis results showed acceptable levels of representation or improvements across gender, race/ethnicity and job function categories. Ivy conducted a comprehensive review of the City and DPD’s workforce data as outlined in the Assessment Methodology and Appendix 2 of this report. The data shows that the City has only a few gaps in representation across gender and race/ethnicity for several job functions with the most prominent in the gender category including eight (8) female department heads. However, there is still room for improvement in the technical and service maintenance job functions. The DPD also shown improvement from 2017 – 2019 with a total of 19 (19%) female and people of color hires. This achievement brings them closer in alignment in representation as compared to Delaware and US workforce benchmarks. However, there is still room for improvement in positions above Sworn Officer. 6. Many respondents felt that the lack of racial/ethnic diversity in the senior levels of the City and Police Department contributes to the poor reputation that exists within the community. Focus group participants were asked what they think the City and DPD’s reputation is within the community they serve. Many shared the perception that the reputation in the community was poor for both the City and DPD. When asked for any reasons/causes, respondents sited the lack of racial/ethnic diversity among the City and DPD Leadership Team as a demonstration of the lack of sensitivity to the plight of the minority citizens of Dover. CONFIDENTIAL for City of Dover 21

Strengths at the Police Department 1. The DPD website provides transparency to applicants on the process to becoming a Sworn Officer as well as attending the Police Cadet Academy. Ivy conducted a review of the digital footprint of the DPD and found the process to becoming a Sworn Officer is clear and transparent for all who visit the site. While it is recommended to improve the diversity of the photos on the site to better represent the workforce and community it serves, the content is clear and accessible. In addition, the police application is on the landing page of the careers site. 2. DPD conducts periodic “How to Succeed” information sessions for potential candidates on the steps to becoming a Sworn Officer. In order to attract more talent, DPD conducts information sessions to best inform about the process and answer questions. This demonstrates inclusion and an intention to reach out to the community and inform about vacancies at the DPD. CONFIDENTIAL for City of Dover 22

Diversity and Inclusion Environment at the Police Department Key Findings: 1. The lack of participation in this study by the Sworn Officer communities (white male, white female and people of color) provides an opportunity for DPD leadership to delve deeper to better understand perceptions and barriers to diversity and inclusion. Many attempts were made to inform and invite all DPD staff to participate in the focus groups and interviews for the study. Additionally, the location of the focus groups was centralized at the Dover public library. The white male, white female and people of color sworn officer ranks did not respond to our multiple attempts at securing attendance at the focus groups. There are many reasons why these demographics chose not to lend their voice to this important effort (see slide 8) but there remains an opportunity to gather more feedback to uncover any systemic issues, close any gaps in understanding and discover opportunities to improve D&I among officers within the DPD. 2. A disassociation exists between diversity and qualifications. This results in many study participants describing diversity as less than. When we asked if employees should care about D&I, several participants shared a concern that a focus on D&I hiring meant lowering standards or sacrificing quality/qualifications. A disassociation between diversity and qualifications exists in this view and presents a barrier to furthering D&I at the DPD. “Departments who have quotas make the worst “In a perfect world, we mirror demo of decisions (nationwide PD community, and do that naturally, we are not model)” – Focus Group giving up standards to have quality officers. But Member where we are now, not sure that’s realistic. Why? Due to a lack of interest in Policing.” -- Interviewee CONFIDENTIAL for City of Dover 23

“…We try to hire underrepresented classes, try to mirror community. But it is extremely difficult because they are not Recruiting at the Police Department interested in working as police officers and due to events in the nation, makes it even harder. Getting qualified applicants is hard.” – Interviewee Key Findings: 1. People of color and women don’t move through the applicant pipeline at the same rates as their white counterparts, funneling out at much greater rates. There is a perception that people are not applying for jobs as police officers. However, our data analysis shows that 94% of the 825 candidates who applied from 2016 to 2018 were considered “qualified” to move forward in the process after an initial review of their application. However, only 2% of candidates are actually hired. There are steep drop offs during the testing and background check stages. This disproportionately affects women and people of color. For example, of the 12 Hispanic applicants who passed the written exam, only 5 made it beyond the Oral Board stage. 2. The lack of racial and ethnic diversity that exists on the Oral Board interview panel increases potential bias against women and people of color. The Oral Boards are a crucial step in the process to becoming a Sworn Officer. When a candidate has reached this step, they passed the physical and written test and must now enter the subjective portion of the process. Our experience shows that where there is a lack of gender and racial/ethnic representation in subjective processes, the likelihood of unconscious bias rises exponentially. The data shows that diverse candidates do not make it past this stage (see finding #1) so seeking different perspectives from visually different people provides opportunity to improve how candidates are assessed and potentially pass this phase. 3. Recruiting efforts lack ties to a comprehensive strategy for attracting and hiring women and people of color. Recruiting staff are attending career fairs but there is an opportunity to tie the efforts to an overall strategy and goals for closing the significant gaps that exist with Women and POC at all levels. Some respondents shared that the DPD can do a better job at creating relationships with organizations that serve Women and POC but there may be unintentional barriers to achieve hiring goals. For example, according to the 2017-2018 applicant tracker, there were (7) seven Women of Color who were considered qualified by passing the physical and written tests, but none made it past the Oral Board interview. Additionally, the DPD shares openings with primarily diverse universities to recruit women and people of color but may unintentionally raise the bar for hiring that doesn’t exist among white males. The minimum educational requirement to become a Sworn Officer is a High School Diploma or GED with some college preferred. Broadening recruiting efforts to reach all colleges and universities and even all high schools will manage the perception that women people of color are expected to be more educated than their peers. “I’m not a member of any group, but been to meeting with NOBLE, been to inter-denominational monthly community meeting in which we talk about ways to improve community relations. I let them know of our openings then too…not sure how far those go. In a perfect world, I would like to hold an application 24 process where only minorities apply… we can then really have impact on results.” -- Interviewee

Recruiting at the Police Department - continued Key Findings: 4. The candidate processing time from application to offer may present a barrier to attracting and hiring the best talent. On average, respondents shared that the process can take 6-9 months to receive an offer. While other cities, counties and state police departments in Delaware and beyond may have similar processing times, the DPD has an opportunity to consider ways it can lower the processing times to attract the best talent, more specifically, diverse talent. Our analysis showed many instances where the DPD expended resources to hire new talent, but they declined due to acceptance of an offer from a competitor. 5. It is difficult for lateral hires from the outside to get credit for their experiences and tenure due to a somewhat inflexible hiring policy, which presents a barrier to having outsiders' close race, gender and ethnicity gaps. According to General Order 31, Recruitment and Selection – “Lateral entry for police officers certified by another agency is not permitted at any level in the Dover Police Department”. This presents a problem with closing representation gaps with women and people of color. Candidates who have received equivalent or even the same training from another police department are required to start at entry level at the DPD. Promotions and ultimately retention becomes an issue because qualified women and people of color are not eligible to test for promotion to PFC or Corporal based on a combination of their experience and tenure. 6. The application process does not leverage technical advances to reach talent who may not reach the DPD through conventional methods. This may deter potential applicants. The pool of talent who may be attracted to work at the DPD are more tech savvy than generations prior. DPD should consider reviewing the application process to make it easier for younger candidates to access and digest (i.e., a phased application submittal process through an app or submitting an application from a mobile device). 25

“...and have very few African Americans in my Recruiting at the Police Department - continued department. A lot of blacks don’t apply because they don’t feel like they will get the job.” –focus group participant. Key Findings: 7. Internal promotions contribute to the lack of racial/ethnic diversity in leadership, since the internal pipeline lacks a robust supply of racial/ethnic diversity. According to General Order 34, Promotion System Manual, eligibility lists for promotion are updated annually with for testing for qualified PFC and Corporal positions occurring at three and eight years of tenure, respectively. The DPD’s hiring data shows an increase of 19 (or 19%) women, black and people of color between 2016-2018. However, with only one female promote during that same period, DPD should consider developing a strategy for closing gaps in representation to better reflect the community in which it serves. This may include a review and update of the promotion manual to provide flexibility to hire and promote qualified officers (with extensive military or another police department experience and similar training) to close the gaps. 8. The PD website https://doverpolice.org/ should be updated to better reflect the commitment to represent a diverse community and the overall appreciation for diversity and inclusion. When we asked participants about the reputation of DPD with the community, many said the relationship was poor. A review of the website shows incident reports posted on the home landing page along with mug shots of suspects. This may present a bias view or skewed perception of how PD views its citizens. The Boston Police Department https://www.boston.gov/departments/police is a best practice to present necessary information in an inclusive way. 26

Performance at the Police Department - continued Key Findings: 1. Disciplinary actions for bad behavior are inconsistently executed and largely depend on who the supervisor is and the closeness of the relationship with the officer. We asked participants how they were evaluated for performance and disciplined for bad behavior. Participants shared that they thought policies and procedures that guide how to handle poor performance and bad behavior were not applied consistently across the department. More specifically, participants thought that consistency in feedback for performance and discipline was based on the relationships between the officer and their superior. “Our policies are set up to cover the city and the bad apples. Nothing is set to develop us to replace the superiors. Eval process is a buddy system. Broke all the way across. We are all the same rank, yet departments don’t look at us all the same. I’ve tried to bring in my CI’s to give monthly feedback but there is no support.” – PD focus group participant 27

Strengths at the City Key Findings: 1. The City Council Mission Statement and the HR Mission uses inclusive language that helps build communication, inclusion and trust with the following positive impacts: • Acknowledges diversity • Conveys respect for all people • Demonstrates a sensitivity to differences • Promotes positive relationships • Values individuals • Speaks about the value of diversity • Aligns with organizational strategies These positive impacts help build communication, inclusion, and trust. Communication that consistently demonstrates your principles over time builds trust and relationships — the foundation for any mission-driven organization. 2. The City established a Minority & Female Recruitment strategy to close gaps in presentation which demonstrated thoughtful due diligence and a genuine effort towards minority recruitment. A review of this document as well as trend data supports the efforts made. As a result, there are now eight (8) Female City Department Heads including the City Manager. Additionally, representation across job functions is comparable or slightly below in comparison with the Delaware and US workforce (see the appendix). CONFIDENTIAL for City of Dover 28

Advancement at the City “They limit the management positions for POC. When “Easier for whites to advance than blacks. The you rise to a certain level, they find a way to demean it. requirements for advancement are different between the They only want you to go so high. I don’t know how many races. I see that blacks are treated differently – I have to POC are in leadership/management positions. .” – focus Key Findings: work harder to keep my job than my white peers. They group participant are a lot harder on me.” – focus group participant 1. Advancement opportunities within the City of Dover are unclear and inconsistent for people of color. We asked participants how people advance and if advancement opportunities are consistently shared among all staff. Many respondents shared that people advance based more on relationships than merit and communication about advancement included via annual performance reviews, stretch assignments, word of mouth, and job postings shared by their leadership. Participants shared that opportunities to apply for advancement are few and usually come when someone leaves or retires. While the City has made great strides to ensure gender representation at the higher levels of the organization, people of color are still underrepresented with an unclear path or understanding on how to advance. 2. Training opportunities that offer new skills tied to advancement were considered nonexistent. We asked supervisors what training opportunities are available and if the opportunities produced new skills that aided in promotion opportunities. They shared that training was available (tuition reimbursement as well), but internal training opportunities depends largely on budget and was not tied to career laddering or promotion opportunities. Several focus group participants shared that they found their own training and was able to apply new skills for their jobs but did not receive recognition (monetarily or otherwise) for enhancing their job performance. 29

Performance Feedback at the City “Mutual understanding [exists] between all the employees and the supervisors that this Key Findings: [performance checks are] going to be quarterly. Both positive and constructive. ”. – focus group participant 1. Many respondents felt that the amount, frequency, method of receiving and providing feedback was adequate but not consistent across groups and departments. When we asked how participants received performance feedback, many shared that it came during the annual review period. When we inquired about the effectiveness of the annual review process, many respondents shared that while it is a known organizational requirement, it is not effective as a tool to provide the level of substantive feedback desired in preparation for taking on additional job responsibilities and/or advancement within the City. Additionally, we asked about other feedback channels that exist among supervisors and staff many shared that they have quarterly check ins with their supervisor but that was inconsistently done across gender and race/ethnic groups. More specifically, white males shared more positive experiences with feedback than other groups. 2. The current merit pay system is not considered effective among non-union staff. We asked union and non-union respondents to share how employees receive pay increases. Union employees shared that they receive scheduled increases per their collective bargaining agreement in annual intervals. Non-union respondents shared that the City provides cost of living increases but there are no increases based on merit performance. In fact, many expressed frustration that their salary is lower than the market rate for their job function and experience with no opportunity to perform for more pay. This results in envy towards the union staff and a lack of incentives to perform beyond the bare minimum. These perceptions that were consistent across all groups compromises the entire performance management process and de- incentivizes increased productivity in the workplace. “I am always told what I’m doing wrong daily. On my annual evaluation, I ask what I can do better, I’m told that I will never get over a 3, no one gets above that for anyone”. – focus group participant 30

Recruiting at the City Key Findings: 1. The City’s website provides helpful information to prospective candidates. However, other functions relating to the application process are cumbersome and may be a deterrent to attracting top talent. The City’s website is good resource to get information regarding the types of jobs at the City for both merit and collective bargaining unit positions. I was able to find the City fillable form application via https://www.cityofdover.com/jobs that can be submitted via email a general HR mailbox. However, locating the available jobs and the application was not clear from the City of Dover first page. Additionally, there is no way to electronically apply for jobs with the city. A best practice website with an easy application process is https://www.nccde.org/. In a competitive talent landscape, it is important to apply methods that make finding jobs at the City easy for prospective candidates. 2. Applicant tracking for prospective candidates is not sufficient. The City tracks applicants manually at the time of this study with a new HRIS System due for implementation in July 2019. While the City’s application provides opportunity for candidates to share their demographic information, that data as well as was missing key demographic information for many candidates which required several rounds of updates. We were unable to complete a thorough trend analysis of the applicant funnel. It is anticipated that the new HRIS system will be the helpful to ensure tracking of all candidates as well as ensure accuracy in measuring progress towards closing representation gaps. 31

“One thing I noticed is with the difficult in filling positions – we have looked at a Recruiting at the City - continued national recruiting technique (Indeed). Utilizing that gets you applicants from all over the nation with different ethnicity. This can get us some folks from different parts of the world in. not sure it would work with $14/hour. Getting outside of our newspaper and comfort zone would be important.” – Leader Interview Key Findings: 3. Recruiting and sourcing methods do not reach diverse candidates on a consistent basis. Recruiting is hard, especially so when sourcing for hard to fill positions. The City posts positions using a variety of internal sources with decisions made to post on external sites like Indeed if the current pool of candidates is too small or unqualified. Unfortunately, this can lead to hiring from pools that contain the architype of talent we know and are most comfortable with, thus perpetuating the continued lack of diversity across many job functions and levels. Additionally, we were unable to determine if there is a strategy to attract top diverse talent, so we know the City does its best to find talent whenever vacancies exist. However, it is unclear whether the City has solid relationships with prospective candidates, schools and other professional organizations to build and maintain a pipeline of talent that would be a cultural add to the City. For job hiring, we take the best applicant that’s there and hope they can bring something to the table. 32

Diversity and Inclusion & Work Culture at the City Key Findings: 1. Women and people of color have a more inconsistent experience working at the City than their white male counterparts. When we asked employees across all demographics about their work experiences, several expressed a family type atmosphere. However, when we asked about inclusion across the women and people of color demographics, they shared experiences that made them feel like they were not given opportunities to contribute to success. Many expressed that: • They were disciplined at higher rates than white males. • They are not given opportunities to take on additional responsibilities. • Leaders were not equipped to effectively manage across difference. This sends mixed messages with inclusive behavior in the City. “I don’t feel inclusion is happening – we are not working as a group to build and grow. I’m expected to just know, if I don’t, I’m reprimanded.” – focus group participant [Inclusion] “Means that all are treated equally and fairly across the board, ex. in training, discipline, etc. As for feeling valued in my day to day running of dover? HECK NO. not at all. Favoritism exists and thus no fair treatment to all. One day I may be favored and one day not. POC never in the favored group. In dept – yes. But not in city. Inclusion also means let me be part of the decision.” – focus group participant “Working for a city organization – inclusion is seeing someone who looks like you in higher management, performance reviews (knowing how to appropriately apply to everyone). When you arrive to work, you see to hers who look like you. working for the city overall, we should not have to feel like we are treated less than because of our skin color. ” – focus group participant 33

Leadership at the City Key Findings: 1. Two leadership barriers stand in the way of D&I success at City: 1) There is a disconnect between leadership’s desire to advance D&I efforts and in their impact/results and 2) There is a lack of accountability in leadership owning D&I efforts. When we asked leaders about the barriers that exist to implementing D&I efforts, many of them highlighted the following: • Lack of staff/resources • Heavy workload • Not enough time to meet deadlines • Higher expectations to do more with less • Managing low morale and interpersonal issues From a D&I lens, this means that leaders do not have the capacity to ensure efforts are successful. This has a direct impact on all staff from recruiting to promotions to performance management. “Keeping an adequate level of staffing due to budget restrictions. We are always dealing with people transferring, leaving, military duty. No crossing and succession planning … sounds good but with limited staff, that’s hard to do. Promotion opportunities are limited because of long tenure.” – City Leader CONFIDENTIAL for City of Dover 34

Recommendations CONFIDENTIAL for City of Dover 35

Approach to Recommendations In an environment where competition for diverse talent is high, City and DPD’s commitment to creating a more diverse and inclusive work environment will be critical to its continued success. The recommendations and best practices offered in this report are designed to help improve experiences for all employees and therefore realize more gender and racial/ethnic diversity throughout all departments and all levels within City and DPD, to better meet the needs of all its constituents, and to enjoy continued success as a city employer. Overall recommendations display first and are listed so that they correspond to the approximate order of the themes and findings, followed by recommendations by themes, and finally best practices for screening tests. CONFIDENTIAL for City of Dover 36

Recommendations – City of Dover & Police Department 1. Make the Ivy assessment available to the employee population. • This action displays a commitment to change and progress towards a desired D&I vision – as will be detailed in the D&I Strategy. In addition, this level of transparency demonstrates ownership and accountability to becoming the culture the City and DPD desires. ✓ Recommendation addresses findings: O4, SC1 2. Leadership commitment to and capacity in diversity and inclusion is critical to the effectiveness and success of D&I initiatives. Establish leadership commitment to the D&I strategy through increased D&I acumen. Include D&I specific annual action goals to all supervisors and above. Hold leaders accountable to these goals. (Refer to the D&I Strategy for action steps). • Recommended training: Executive Diversity Roundtable Workshop offers leaders the opportunity to establish their commitment to D&I, satisfy themselves with the advantages of D&I and how D&I matter to the organization. The Executive Roundtable provides the opportunity for leaders to have strategic conversations regarding leading the organization through a D&I change initiative, moving beyond diversity awareness, to educate executives on strategic and operational elements for their business, anticipated benefits, challenges, and tactics to guarantee success. ✓ Recommendation addresses findings: O4, S1, E2, EC1, LC1 3. Convene a series of D&I training courses, including D&I Fundamentals, Unconscious Bias, Recruiting Through a D&I Lens, Diversity Dialogue, Leading Through a D&I Lens, Executive Coaching, etc. Refer to the Appendix – “Recommended IVY Training” for details on recommended training courses. ✓ Recommendation addresses findings: O4, E1, AC1, EC1 4. Include more transparency in practices including bottom up decision making/collaboration, making employee-impacting reports/studies available, be open to employee feedback, and consider conducting a confidential employee survey. ✓ Recommendation addresses findings: O3-O4, E1, EC1 CONFIDENTIAL for City of Dover 37

Recommendations – City of Dover & Police Department - Continued 4. Convene a Diversity and Inclusion Council consisting of multiple demographics, functions and levels across the organization with a City or DPD Senior Leader as the council head. Task this team with ownership of the D&I Strategy and authority to work with each department to establish project plans that track progress against goals. Regularly brief City and DPD leadership. This team may short term to address the most critical D&I issues. ✓ Recommendation addresses findings: O3-O4, E1, EC1, LC1 5. Design a strategy to prepare for the upcoming retirement wave. Leverage this opportunity to create succession plans using a transparent and inclusive process to ensure a balance of institutional knowledge and new opportunities for City and DPD. ✓ Recommendation addresses findings: AC1, AC2, R7 CONFIDENTIAL for City of Dover 38

Recommendations – Police Department 1. Reconstruct your recruiting life cycle beginning with a study on hiring best practices across law enforcement agencies. It will be critical to understand and grow capacity to conduct skills analysis, training, and culturally competent skills that may help build greater confidence in a new candidates’ abilities and probabilities of success against job requirements at any level. Refer to the D&I Strategy for action steps. ✓ Recommendation addresses findings: R1, R3, R5, R7 2. Expand your talent pool / sources for candidates. • Utilize career search websites such as Indeed, Monster, LinkedIn, university career websites/centers, etc. and post all open position. • Build and strengthen partnerships with service organizations that reach potential candidates in the Delaware region (DE, MD, VA, PA, NJ, NY). ✓ Recommendation addresses findings: R1, R3, R5, R7 3. Update DPD website to reflect the diverse population for which it serves. Consider the Boston Police Department https://www.boston.gov/departments/police is a best practice. ✓ Recommendation addresses findings: R6, R8 4. Host more Police Department “how to succeed” events to assist candidates with tools to pass the physical and written test. Consider varying locations to reach applications outside of the City. ✓ Recommendation addresses findings: R1, R3, R4 CONFIDENTIAL for City of Dover 39

Recommendations – Police Department - continued 5. Consider providing additional status to officers who have specialized experience when applying for promotions/assignments to specialized units that match their prior expertise. Create a shadow program to test skills. ✓ Recommendation addresses findings: R6 6. Strengthen the recruiting and selection policy to require diversity on the Oral board and providing each person with equal vote on candidates. This will reduce unintended bias and allow for different perspectives and demographics to assess candidates against what are subjective requirements. ✓ Consider revising Oral Board questions to better assess cultural competency and emotional intelligence. The Chief’s interview is too late to know whether a person has difficulty connecting with other cultures. ✓ Consider bringing in a diverse police officer consultant to assist with the Oral Boards and scoring the Written Test as a way to diversify perspectives and mitigate bias. ✓ Recommendation addresses findings: R2 CONFIDENTIAL for City of Dover 40

Recommendations – City of Dover 1. Reconstruct your recruiting life cycle with industry and diversity best practices, including conduct a formal job analysis, automate the application process, and leverage the new HRIS as a key mechanism to track applicants throughout their employment cycle. Refer to the D&I Strategy for action steps. ✓ Recommendation addresses findings: RC1-RC3 2. Redesign your City of Dover webpage to provide efficient access to potential candidates. Use https://www.nccde.org/ as a comparative and best practice. ✓ Recommendation addresses findings: RC1 3. Conduct a review of merit-based employee pay against market. Ensure all staff are aligned with the job category and function that best meets their skill set and pay them accordingly. Where additional time is needed to bring staff to parity, be transparent. ✓ Recommendations address findings: PC1 4. Ensure ongoing performance management is happening between leaders and direct reports including communicating ongoing expectations and engaging in performance conversations. This works best when the culture supports frequent and open, constructive feedback-sharing (including upward and peer-to-peer feedback). ✓ Recommendations address findings: PC2 CONFIDENTIAL for City of Dover 41

Recommendations – City of Dover - Continued 5. Build and actively sustain relationships/partnerships with colleges/universities, organizations, associations, local stakeholders, professional associations, etc. that have a D&I focus – this helps you understand your employer brand (“word on the street”), to strengthen your brand with these organizations and correct any misconceptions about your brand, and to connect with, learn from, and source a wider pool of diverse candidates. Examples include: Delaware State University – Career Services Center, Society of Women Engineers, National Society of Black Engineers, Society of Hispanic Professional Engineers, the Delaware Hispanic Commission, African American Chambers of Commerce, Mid-Atlantic Hispanic Chambers of Commerce, etc. Where feasible, attend professional conferences of these same associations to network and recruit. ✓ Recommendations address findings: RC1-RC3 CONFIDENTIAL for City of Dover 42

Appendix 1 Focus Group and Interview Questions CONFIDENTIAL for City of Dover 43

Questions – Focus Groups • [Culture] Describe the culture and work environment at City. What works well, what doesn’t work well? • [Recruiting] How did you find out about your job opportunity? • [Hiring/Selection] What was your experience with the hiring process? • [Advancement] How do employees develop and advance professionally at City? • [Performance Management] How do you get feedback on your performance (from whom, how often, how useful is it? • [Inclusion] What does inclusion mean/feel to you? Based on your definition, do you feel you experience inclusion at City? • [Rewards and Recognition] How are you rewarded and recognized? • [Retention] What encourages you to stay at City? • [D&I] What would make advancing diversity and inclusion hard at City? • [Accountability] What happens today when someone exhibits bad behavior, breaks a rule/policy, and/or violates City’s values? • [Brand] Describe City’s reputation in the community. • [Recommendations] What recommendations do you have to improve experiences with City? • Recruiting and hiring a diverse workforce at all levels • Creating an inclusive culture • Retaining and advance / promote a diverse workforce • Serving City’s diverse constituents • [Employee experience] Is there anything else you’d like to share regarding your experience at City? CONFIDENTIAL for City of Dover 44

Questions – Interviews with Leadership • Number of Departments/People managed: • What is your greatest business/staff challenge in your current role? • Describe the City’s culture – what works well, what doesn’t work well? • How does diversity & inclusion impact the operations you manage? (Probing Q – As a leader, do diversity and inclusion matter to you?) • How will you define/measure diversity and inclusion success in the City? In other words, what will you want to see, feel, experience or know in order to believe that the City has achieved diversity and inclusion success? • What have you done to advance diversity and inclusion in your department/team/the City? (ex. actively involved in/support: D&I committees; external D&I organizations, networks, associations, community groups; outreach or causes that engage/support the diverse communities; communicating/modeling D&I expectations, etc.) • What barriers are there to advancing diversity and inclusion at the City? (Also think about the past two D&I studies. Why do you think the recommendations from those studies were not implemented?) • What support do you or your staff need to address workplace diversity or inclusion efforts? • How should we hold Leadership accountable for diversity and inclusion success? • What happens today when someone exhibits bad behavior or breaks a rule/policy? Same outcome for best performer? What should happen today/going forward? CONFIDENTIAL for City of Dover 45

Questions - Interviews • What does it take to be successful here at the City (what makes an employee a top performer)? • How do you discuss performance/give feedback to your team members (How formally? How informally? How often? Across demographics?)? • Did you get training on how to effectively manage performance? • How does the City solicit employee feedback / how do you gauge employee morale and engagement at the City? From your perspective, what is the City’s reputation in diverse communities? • Diversity and inclusion represent change. What should NOT change at the City/in your department in order to implement diversity and inclusion? • What are your recommendations for advancing D&I in the City as it relates to: • Recruiting and hiring a diverse workforce • Promoting/advancing and retaining a diverse workforce • Engaging and effectively serving the City’s diverse communities • Anything else I should know about the City or your thoughts on diversity and inclusion? CONFIDENTIAL for City of Dover 46

Appendix 2 Human Capital Data Analysis CONFIDENTIAL for City of Dover 47

How is our workforce distributed by job level? 2019 Workforce by Level and Gender City of Dover and Dover PD Cit y of 1 Individua l Co nt ribut or 225 N ... 66% .. Dover 47'1 Among City of Dover employees, l 2 Fir st -Level Supervisor 32 53% 23% of women and 18% of men are 3 Second -Leve l Supervisor+ 13 I 38% I in roles at or above first-level supervisor 4 Cou ncil or Mayor 10 100% I Dover PD 1 Individua l Co nt ribut or 64 94% I 2 Fir st-Level Supervisor 3 Second-Level Supe rv isor+ 16 19 0% 10% 20% 30% 40% 100% 100% 50% 60% 70% 80% 90% I I 100% --, Dover PD has 0 women in supervisory positions Percen t of Employees Within Job Level • M ale • Female Notes: • Workforce data provided by the City of Dover, snapshot as of June 24, 2019. CONFIDENTIAL for Dover 48

How is our workforce distributed by job level? 2019 Workforce by Level and Race City of Dover and Dover PD N 2 21 22% 78% Cit y of Dover 1 Ind ividua l Con t ribut o r I 2 Fi rst -Leve l Supervisor 32 13% 88% Among City of Dover employees, 16% of people of color and 21% of 3 Second -Leve l Supervisor+ 13 8% 92 % - white employees are in roles at or above first-level supervisor 4 Council or Mayor 10 - 40% I 60% Dover PD 1 Ind ividua l Co nt ribut or 60 - 20% I 80% Among Dover PD employees, 25% l 2 Fi rst -Level Supervisor 19% 81% 16 I of people of color and 39% of white 3 Second-Level Supe rv isor+ 19 5% 95° employees are in roles at or above 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% first-level supervisor Percent of Employees Within Job Level Whit e • POC Notes: • Workforce data provided by the City of Dover, snapshot as of June 24, 2019. CONFIDENTIAL for Dover 49

How is our workforce distributed by job level? 2019 Workforce by Level and Ethnicity City of Dover and Dover PD N Cit y of 1 Individua l Con t ribut or 225 98% Dover 2 First -Level Supervisor 32 100% City of Dover has 5 employees identified as Hispanic, Latino, or 3 Second -Level Superv isor+ 13 100% Latina. All are individual 4 Council or Mayor 10 100% contributors. Dover PD 1 Individua l Con t ribut or 64 94% 2 First -Level Supervisor 16 100% Dover PD has 4 employees identified as Hispanic, Latino, or 3 Second-Level Superv isor+ 19 100% Latina. All are individual 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% contributors. Percent of Empl oyees With i n Job Level Not Hispanic or Lat inx • Hispaniic or Latinx CONFIDENTIAL for Dover 50

How does our workforce compare to benchmarks? 2015-2019 Representation by Gender City of Dover Including Dover PD 2019 Dover PD – Full-time Total # workforce % of workforce Female 4 4.0% - Male 95 96.0% 2019 City of Dover – Full-time Total # workforce % of workforce Female 99- 35.4% Male 181 64.6% Conclusions: • Compared to the US citizen workforce in all of Delaware, women were underrepresented in the City of Dover. -- -- % of benchmark 49.2% 50.8% % of benchmark 49.2% 50.8% • This finding is the same from 2015 to 2019, Utilization Ratio (UR) 0.08 1.89 Utilization Ratio (UR) 0.72 1.27 looking at City and PD both together (2015 & UR meets 4/5 standard?   UR meets 4/5 standard?   2017) and separately (2019). 2017 PD & City –Full-time Total # workforce % of workforce Female 86 24.1% Male 271 75.9% 2015 PD & City – Full-time Total # workforce % of workforce - Female 87 26.5% Male 241 73.5% Notes: • 2019 Workforce data provided by the City of Dover, -- -- -- -- % of benchmark 49.2% 50.8% % of benchmark 49.2% 50.8% snapshot as of June 24, 2019. • 2015 & 2017 Workforce data are from City of Dover Utilization Ratio (UR) 0.49 1.49 Utilization Ratio (UR) 0.54 1.45 EEO-4 Filings, which includes City and Police UR meets 4/5 standard?   UR meets 4/5 standard?   Department • Benchmarks are from the US Census 5-year American Community Survey (2006-2010) EEO Tabulations. Table - EEO-CIT02W. Civilians employed in Delaware who are Results Key age 16 and over and a US citizen.  Not underutilized, UR ≥ .80 • A utilization ratio is a demographic group’s  Underutilized based on 80% rule representation in an organization’s workforce divided by W Not evaluated, N < 20 employees the same group’s representation in a benchmark population, e.g., • UR (F) = % workforce (F) / % benchmark (F) CONFIDENTIAL for Dover 51

How does our workforce compare to benchmarks? 2015 & 2017 Representation by Gender and EEOC Job Class City of Dover Including Dover PD PD & City, Full-Time 2017 Total # workforce ------- Female Male Officials & Administrators 12 20 Female Male Professionals 14 17 Female Male Technicians 0 21 Female Male Protective Service: Sworn 4 85 Conclusions: • Women were underrepresented in several job classifications, compared to relevant benchmarks (DE state and local government % of workforce 37.5% 62.5% 45.2% 54.8% 0% 100% 4.5% 95.5% employees in the same job classifications). • Women were underrepresented in Dover in -- - - % of benchmark 43.9% 56.1% 58.0% 42.0% 54.4% 45.6% 23.8% 76.2% 2015 and 2017. -- -- Utilization Ratio (UR) 0.85 1.11 0.78 1.31 0.00 2.19 0.79 1.25 UR meets 4/5 standard?         2015 Total # workforce 17 38 12 20 1 17 3 58 % of workforce 30.9% 69.1% 37.5% 62.5% 5.6% 94.4% 4.9% 95.1% Notes: • Workforce data are from City of Dover EEO-4 Filings, -- -- -- -- % of benchmark 43.9% 56.1% 58.0% 42.0% 54.4% 45.6% 23.8% 76.2% which includes City and Police Department Utilization Ratio (UR) 0.70 1.23 0.65 1.49 0.21 1.25 • Benchmarks are from the US Census 5-year American Community Survey (2006-2010) EEO Tabulations. Table UR meets 4/5 standard?         EEO-CIT06W. Delaware, State and Local Government - Job Groups, civilians employed in Delaware who are Results Key age 16 and over and a US citizen.  Not underutilized, UR ≥ .80 • A utilization ratio is a demographic group’s  Underutilized based on 80% rule representation in an organization’s workforce divided by W Not evaluated, N < 20 employees the same group’s representation in a benchmark population, e.g., • UR (F) = % workforce (F) / % benchmark (F) CONFIDENTIAL for Dover 52

How does our workforce compare to benchmarks? 2015 & 2017 Representation by Gender and EEOC Job Class City of Dover Including Dover PD PD & City, Full-Time 2017 Total # workforce ------- Female Male Paraprofessional 5 s 1 Female Male Administrative Support 47 34 Female Male Skilled Craft 1 44 Female Male Service/ Maintenance 3 49 Conclusions: • Women were underrepresented in several job classifications, compared to relevant benchmarks (DE state and local government % of workforce 83.3% 16.7% 58.0% 42.0% 2.2% 97.8% 5.8% 94.2% employees in the same job classifications). • Women were underrepresented in Dover in ---- - - % of benchmark n/a n/a 66.4% 33.6% 4.1% 95.9% 45.3% 54.7% 2015 and 2017. ---- - - Utilization Ratio (UR) 0.87 1.25 0.54 1.02 0.13 1.72 UR meets 4/5 standard?         2015 Total # workforce 24 5 27 30 1 65 2 8 % of workforce 82.8% 17.2% 47.4% 52.6% 1.5% 98.5% 20.0% 80.0% Notes: • Workforce data are from City of Dover EEO-4 Filings, --- - -- % of benchmark n/a n/a 66.4% 33.6% 4.1% 95.9% 45.3% 54.7% which includes City and Police Department --- - -- Utilization Ratio (UR) 0.71 1.57 0.37 1.03 • Benchmarks are from the US Census 5-year American Community Survey (2006-2010) EEO Tabulations. Table UR meets 4/5 standard?         EEO-CIT06W. Delaware, State and Local Government - Job Groups, civilians employed in Delaware who are Results Key age 16 and over and a US citizen.  Not underutilized, UR ≥ .80 • A utilization ratio is a demographic group’s  Underutilized based on 80% rule representation in an organization’s workforce divided by W Not evaluated, N < 20 employees the same group’s representation in a benchmark population, e.g., • UR (F) = % workforce (F) / % benchmark (F) CONFIDENTIAL for Dover 53

How does our workforce compare to benchmarks? 2019 Representation by Gender and EEOC Job Class City of Dover City of Dover 2019 Total # workforce ------- Female 15 Male Officials & Administrators 23 Female 9 Male Professionals 7 Female Male Technicians 1 10 Female Male Protective Service: Sworn 1 5 Conclusions: • In 2019, women were underrepresented in Skilled Craft and Service/Maintenance job classes, compared to relevant benchmarks % of workforce 39.5% 60.5% 56.3% 43.8% 9.1% 90.9% 16.7% 83.3% (DE state and local government employees in the same job classifications). -- -- % of benchmark 43.9% 56.1% 58.0% 42.0% 54.4% 45.6% 23.8% 76.2% • Women and men were represented similar to -- -- Utilization Ratio (UR) 0.90 1.08 benchmarks for Officials & Administrators UR meets 4/5 standard?         and Administrative Support. 2019 Paraprofessionals Admin. Support Skilled Craft Service/ Maint. Total # workforce 5 4 49 32 0 52 18 46 % of workforce 55.6% 44.4% 60.5 39.5 0% 100% 28.1% 71.9% Notes: -- • Workforce data provided by the City of Dover, snapshot -- -- % of benchmark n/a n/a 66.4% 33.6% 4.1% 95.9% 45.3% 54.7% as of June 24, 2019. -- Utilization Ratio (UR) 0.91 1.18 0.00 1.04 0.62 1.31 • Benchmarks are from the US Census 5-year American Community Survey (2006-2010) EEO Tabulations. Table UR meets 4/5 standard?         EEO-CIT06W. Delaware, State and Local Government Job Groups, civilians employed in Delaware who are age 16 and over and a US citizen. • A utilization ratio is a demographic group’s - representation in an organization’s workforce divided by Results Key the same group’s representation in a benchmark  Not underutilized, UR ≥ .80 population, e.g.,  Underutilized based on 80% rule • UR (F) = % workforce (F) / % benchmark (F) W Not evaluated, N < 20 employees CONFIDENTIAL for Dover 54

How does our workforce compare to benchmarks? 2019 Representation by Gender and EEOC Job Class Dover PD Dover PD 2019 Total # workforce ------- Female Male Officials & Administrators 0 2 Female Male Professionals 0 6 Female Male Technicians 0 10 Female Male Protective Service: Sworn 4 77 Conclusions: • Women were underrepresented in the Protective Services job class in 2019. • Employee headcounts in other job classes % of workforce 0% 100% 0% 100% 0% 100% 4.9% 95.1% were too small to permit meaningful analyses. -- - - % of benchmark 43.9% 56.1% 58.0% 42.0% 54.4% 45.6% 23.8% 76.2% -- -- Utilization Ratio (UR) 0.21 1.25 UR meets 4/5 standard?         Notes: • Workforce data provided by the City of Dover, snapshot as of June 24, 2019. • Benchmarks are from the US Census 5-year American Community Survey (2006-2010) EEO Tabulations. Table EEO-CIT06W. Delaware, State and Local Government - Job Groups, civilians employed in Delaware who are Results Key age 16 and over and a US citizen.  Not underutilized, UR ≥ .80 • A utilization ratio is a demographic group’s  Underutilized based on 80% rule representation in an organization’s workforce divided by W Not evaluated, N < 20 employees the same group’s representation in a benchmark population, e.g., • UR (F) = % workforce (F) / % benchmark (F) CONFIDENTIAL for Dover 55

How does our workforce compare to benchmarks? 2015-2019 Representation by Ethnicity City of Dover Including Dover PD 2019 Dover PD – Full-time Total # workforce % of workforce - Hispanic Non-H 4 4.0% 95 96.0% 2019 City of Dover – Full-time Total # workforce % of workforce - Hispanic Non-H 5 1.8% 275 98.2% Conclusions: • Compared to the US citizen workforce in all of Delaware, Hispanic and Latino/Latina workers were underrepresented in the City of -- -- % of benchmark 6.6% 99.7% % of benchmark 6.6% 99.7% Dover. Utilization Ratio (UR) 0.61 0.96 Utilization Ratio (UR) 0.27 0.99 • This finding is the same from 2015 to 2019, UR meets 4/5 standard?   UR meets 4/5 standard?   looking at City and PD both together (2015 & 2017) and separately (2019). 2017 PD & City –Full-time Hispanic Non-H 2015 PD & City – Full-time Hispanic Non-H .------------, Notes: Total # workforce 2 355 Total # workforce 0 328 • 2019 Workforce data provided by the City of Dover, % of workforce 0.6% 99.4% % of workforce 0% 100% snapshot as of June 24, 2019. • 2015 & 2017 Workforce data are from City of Dover -- -- -- -- % of benchmark 6.6% 99.7% % of benchmark 6.6% 99.7% EEO-4 Filings, which includes City and Police Utilization Ratio (UR) 0.08 1.00 Utilization Ratio (UR) 0.00 1.00 Department • Benchmarks are from the US Census 5-year American UR meets 4/5 standard?   UR meets 4/5 standard?   Community Survey (2006-2010) EEO Tabulations. Table EEO-CIT02W. Civilians employed in Delaware who are age 16 and over and a US citizen. - Results Key   W Not underutilized, UR ≥ .80 Underutilized based on 80% rule Not evaluated, N < 20 employees • A utilization ratio is a demographic group’s representation in an organization’s workforce divided by the same group’s representation in a benchmark population, e.g., • UR (H) = % workforce (H) / % benchmark (H) CONFIDENTIAL for Dover 56

How does our workforce compare to benchmarks? 2015 & 2017 Representation by Ethnicity and EEOC Job Class City of Dover Including Dover PD PD & City, Full-Time 2017 Total # workforce ------- Hispanic Non-H Officials & Administrators 0 30 Hispanic Non-H Professionals 0 31 Hispanic Non-H Technicians 0 23 Hispanic Non-H Protective Service: Sworn 2 87 Conclusions: • Hispanic and Latino/Latina workers were underrepresented in every job classification, compared to relevant benchmarks (DE state % of workforce 0% 100% 0% 100% 0% 100% 2.2% 97.8% and local government employees in the same job classifications). -- -- -- -- % of benchmark 2.3% 97.7% 2.1% 97.9% 2.8% 97.2% 3.3% 96.7% • This finding was consistent from 2015 to Utilization Ratio (UR) 0.00 1.02 0.00 1.02 0.00 1.03 0.69 1.01 2017. UR meets 4/5 standard?         2015 Total # workforce 0 55 0 32 0 18 0 61 Notes: % of workforce 0% 100% 0% 100% 0% 100% 0% 100% • Workforce data are from City of Dover EEO-4 Filings, which includes City and Police Department -- -- -- -- % of benchmark 2.3% 97.7% 2.1% 97.9% 2.8% 97.2% 3.3% 96.7% • Benchmarks are from the US Census 5-year American Community Survey (2006-2010) EEO Tabulations. Table Utilization Ratio (UR) 0.00 1.02 0.00 1.02 0.00 1.03 EEO-CIT06W. Delaware, State and Local Government UR meets 4/5 standard?         Job Groups, civilians employed in Delaware who are age 16 and over and a US citizen. - Results Key   W Not underutilized, UR ≥ .80 Underutilized based on 80% rule Not evaluated, N < 20 employees • A utilization ratio is a demographic group’s representation in an organization’s workforce divided by the same group’s representation in a benchmark population, e.g., • UR (H) = % workforce (H) / % benchmark (H) CONFIDENTIAL for Dover 57

How does our workforce compare to benchmarks? 2015 & 2017 Representation by Ethnicity and EEOC Job Class City of Dover Including Dover PD PD & City, Full-Time 2017 Total # workforce ------- Hispanic Non-H Hispanic Non-H Paraprofessional Administrative 0 s 6 0 Support 81 Hispanic Non-H Skilled Craft 0 45 Hispanic Non-H Service/ Maintenance 0 52 Conclusions: • Hispanic and Latino/Latina workers were underrepresented in every job classification, compared to relevant benchmarks (DE state % of workforce 0% 100% 0% 100% 0% 100% 0% 100% and local government employees in the same job classifications). --- - - - % of benchmark n/a n/a 3.6% 96.4% 4.1% 95.9% 6.2% 93.8% • This finding was consistent from 2015 to --- - - - Utilization Ratio (UR) 0.00 1.04 0.00 1.04 0.00 1.07 2017. UR meets 4/5 standard?         2015 Total # workforce 0 29 0 57 0 66 0 10 Notes: % of workforce 0% 100% 0% 100% 0% 100% 0% 100% • Workforce data are from City of Dover EEO-4 Filings, which includes City and Police Department --- - -- % of benchmark n/a n/a 3.6% 96.4% 4.1% 95.9% 6.2% 93.8% • Benchmarks are from the US Census 5-year American Community Survey (2006-2010) EEO Tabulations. Table --- - -- Utilization Ratio (UR) 0.00 1.04 0.00 1.04 EEO-CIT06W. Delaware, State and Local Government UR meets 4/5 standard?         Job Groups, civilians employed in Delaware who are age 16 and over and a US citizen. - Results Key   W Not underutilized, UR ≥ .80 Underutilized based on 80% rule Not evaluated, N < 20 employees • A utilization ratio is a demographic group’s representation in an organization’s workforce divided by the same group’s representation in a benchmark population, e.g., • UR (H) = % workforce (H) / % benchmark (H) CONFIDENTIAL for Dover 58

How does our workforce compare to benchmarks? 2019 Representation by Ethnicity and EEOC Job Class City of Dover City of Dover 2019 Total # workforce ------- Hispanic Non-H Officials & Administrators 1 37 Hispanic Non-H Professionals 0 16 Hispanic Non-H Technicians 1 10 Hispanic Non-H Protective Service: Sworn 1 5 Conclusions: • In 2019, Hispanic and Latino/Latina workers were underrepresented in Administrative Support, Skilled Craft, and Service/ % of workforce 2.6% 97.4% 0% 100% 9.1% 90.9% 16.7% 83.3% Maintenance job classes, compared to relevant benchmarks (DE state and local -- -- % of benchmark 2.3% 97.7% 2.1% 97.9% 2.8% 97.2% 3.3% 96.7% government employees in the same job -- -- Utilization Ratio (UR) 1.14 1.00 classifications). UR meets 4/5 standard?         • Hispanics and non-Hispanics were 2019 Paraprofessionals Admin. Support Skilled Craft Service/ Maint. represented similar to benchmarks for Officials & Administrators. Total # workforce 0 9 1 80 0 52 1 63 % of workforce 0% 100% 1.2% 98.8% 0% 100% 1.6% 98.4% Notes: -- • Workforce data provided by the City of Dover, snapshot -- -- % of benchmark n/a n/a 3.6% 96.4% 4.1% 95.9% 6.2% 93.8% as of June 24, 2019. -- Utilization Ratio (UR) 0.34 1.02 0.00 1.04 0.25 1.05 • Benchmarks are from the US Census 5-year American Community Survey (2006-2010) EEO Tabulations. Table UR meets 4/5 standard?         EEO-CIT06W. Delaware, State and Local Government - Job Groups, civilians employed in Delaware who are Results Key age 16 and over and a US citizen.  Not underutilized, UR ≥ .80 • A utilization ratio is a demographic group’s  Underutilized based on 80% rule representation in an organization’s workforce divided by W Not evaluated, N < 20 employees the same group’s representation in a benchmark population, e.g., • UR (H) = % workforce (H) / % benchmark (H) CONFIDENTIAL for Dover 59

How does our workforce compare to benchmarks? 2019 Representation by Ethnicity and EEOC Job Class Dover PD Dover PD 2019 Total # workforce ------- Hispanic Non-H Officials & Administrators 0 2 Hispanic Non-H Professionals 0 6 Hispanic Non-H Technicians 0 10 Hispanic Non-H Protective Service: Sworn 4 81 Conclusions: • Hispanics and non-Hispanics were represented similar to benchmarks for the Protective Services job class in 2019. % of workforce 0% 100% 0% 100% 0% 100% 4.7% 95.3% • Employee headcounts in other job classes were too small to permit meaningful -- -- % of benchmark 2.3% 97.7% 2.1% 97.9% 2.8% 97.2% 3.3% 96.7% analyses. -- -- Utilization Ratio (UR) 1.44 0.99 UR meets 4/5 standard?         Notes: • Workforce data provided by the City of Dover, snapshot as of June 24, 2019. • Benchmarks are from the US Census 5-year American Community Survey (2006-2010) EEO Tabulations. Table EEO-CIT06W. Delaware, State and Local Government - Job Groups, civilians employed in Delaware who are Results Key age 16 and over and a US citizen.  Not underutilized, UR ≥ .80 • A utilization ratio is a demographic group’s  Underutilized based on 80% rule representation in an organization’s workforce divided by W Not evaluated, N < 20 employees the same group’s representation in a benchmark population, e.g., • UR (H) = % workforce (H) / % benchmark (H) CONFIDENTIAL for Dover 60

How does our workforce compare to benchmarks? 2015-2019 Representation by Race ••• City of Dover 2019 Dover PD – Full-time Asian Black POC White 2019 City of Dover – Full- Including Dover PD Asian Black POC White time Total # workforce 1 13 16 79 Total # workforce 3 39 58 218 % of workforce 1.1% 13.7% 16.8% 83.2% Conclusions: % of workforce 1.1% 14.1% 21.0% 79.0% • Compared to the US citizen workforce in all % of benchmark 3.5% 16.7% 24.1% 75.9% % of benchmark 3.5% 16.7% 24.1% 75.9% of Delaware, people of color (POC) were Utilization Ratio (UR) 0.30 0.82 0.70 1.10 underrepresented in the City of Dover in Utilization Ratio (UR) 0.31 0.84 0.87 1.04 UR meets 4/5 standard?     2015 and 2017, looking at City and PD UR meets 4/5 standard?     together. • In 2019, Asian and all POC combined were 2017 PD & City – Full-time Asian Black POC White 2015 PD & City – Full-time Asian Black POC White underrepresented in City. Total # workforce 3 44 63 294 Total # workforce 2 36 62 266 • In 2019, Asian people were % of workforce 0.8% 12.3% 17.6% 82.4% % of workforce 0.6% 11.0% 18.9% 81.1% underrepresented in PD; Black and POC were not underrepresented. % of benchmark 3.5% 16.7% 24.1% 75.9% % of benchmark •••• 3.5% 16.7% 24.1% 75.9% •••• Utilization Ratio (UR) 0.24 0.74 0.73 1.09 Utilization Ratio (UR) 0.18 0.66 0.78 1.07 UR meets 4/5 standard?     UR meets 4/5 standard?     - Notes: • 2019 Workforce data provided by the City of Dover, snapshot as of June 24, 2019. Results Key • Results cut across ethnicity (Hispanic & • 2015 & 2017 Workforce data are from City of Dover EEO-4 Filings, which includes City &  Not underutilized, UR ≥ .80 Non-Hispanic) PD  Underutilized based on 80% rule • POC includes all people of color groups • Benchmarks are from the US Census 5-year ACS (2006-2010) EEO Tabulations. Table W Not evaluated, N < 20 employees combined (Hispanic & Non-Hispanic) EEO-CIT02W. Civilians employed in Delaware who are age 16 and over and a US citizen. • A utilization ratio is a demographic group’s representation in an organization’s workforce divided by the same group’s representation in a benchmark population. CONFIDENTIAL for Dover 61

How does our workforce compare to benchmarks? 2015 & 2017 Representation by Race and EEOC Job Class City of Dover Including Dover PD PD & City, Full-Time 2017 Total # workforce --------------- Asian Black POC White Asian Black POC White Asian Black POC White Asian Black POC White Officials & Administrators 0 3 3 27 1 Professionals 4 6 25 0 Technicians 2 2 21 Protective Service: Sworn 0 14 17 72 Conclusions: • 2015-2017, Asian, Black, and all POC were underrepresented in several job classifications, compared to relevant % of workforce 0% 10.0% 10.0% 90.0% 3.2% 12.9% 19.4% 80.6% 0% 8.7% 8.7% 91.3% 0% 15.7% 19.1% 80.9% benchmarks (DE state and local % of benchmark 2.7% 12.2% 18.4% 81.6% 3.9% 11.6% 18.6% 81.4% 4.0% 14.8% 23.3% 76.7% 1.3% 21.4% 28.1% 71.9% government employees in the same Utilization Ratio (UR) UR meets 4/5 standard? 2015 Total # workforce 0.00  0  ------------ 0.82 ------------ 3 0.54  4 1.10  51 0.83 1.12 1.04 0.99  1  2  11  21 0.00 0.59 0.37 1.19  0  0  0  18 0.00 0.74 0.68 1.12  0  6  12  49 job classifications). • 2017 Professionals were an exception – each racial group’s representation was similar to the benchmark. Notes: % of workforce 0% 5.5% 7.3% 92.7% 3.1% 6.3% 34.4% 65.6% 0% 0% 0% 100% 0.0% 9.8% 19.7% 80.3% • Results cut across ethnicity (Hispanic & Non- Hispanic); POC includes all people of color groups % of benchmark 2.7% 12.2% 18.4% 81.6% 3.9% 11.6% 18.6% 81.4% 4.0% 14.8% 23.3% 76.7% 1.3% 21.4% 28.1% 71.9% combined (Hispanic & Non-Hispanic) Utilization Ratio (UR) UR meets 4/5 standard? 0.00  ------------ 0.45  0.39 ------------  1.14  0.81 0.54 1.85 0.81         0.00 0.46 0.70 1.12     • Workforce data are from City of Dover EEO-4 Filings, which includes City and Police Department • Benchmarks are from the US Census 5-year ACS (2006-2010) EEO Tabulations. Table EEO-CIT06W. Delaware, State and Local Government Job Groups, - Results Key   W Not underutilized, UR ≥ .80 Underutilized based on 80% rule Not evaluated, N < 20 employees civilians employed in Delaware who are age 16 and over and a US citizen. • A utilization ratio is a demographic group’s representation in an organization’s workforce divided by the same group’s representation in a benchmark population CONFIDENTIAL for Dover 62

How does our workforce compare to benchmarks? 2015 & 2017 Representation by Race and EEOC Job Class City of Dover Including Dover PD PD & City, Full-Time 2017 Total # workforce --------------- Asian Black POC White Asian Black POC White Asian Black POC White Asian Black POC White 1 Paraprofessionals 1 2 4 Administrative Support 1 8 13 68 0 Skilled Craft 4 4 41 Service / Maintenance 0 8 16 36 Conclusions: • 2015-2017, Asian, Black, and all POC were underrepresented in several job classifications, compared to relevant % of workforce 16.7% 16.7% 33.3% 66.7% 1.2% 9.9% 16.0% 84.0% 0% 8.9% 8.9% 91.1% 0% 15.4% 30.8% 69.2% benchmarks (DE state and local % of benchmark n/a n/a n/a n/a 2.0% 16.8% 23.8% 76.2% 0.6% 11.5% 17.3% 82.7% 1.9% 25.8% 35.8% 64.2% government employees in the same Utilization Ratio (UR) UR meets 4/5 standard? 2015 Total # workforce  1 ------------ ------------  7  8  21 0.63 0.59 0.67 1.10  0  8  9  48 0.00 0.77 0.51 1.10  0  7  15  51 0.00 0.60 0.86 1.08  0  3  3  7 job classifications). • In some cases, especially for Black employees, POC representation decreased from 2015 to 2017. Notes: % of workforce 3.4% 24.1% 27.6% 72.4% 0% 14.0% 15.8% 84.2% 0% 10.6% 22.7% 77.3% 0% 30.0% 30.0% 70.0% • Results cut across ethnicity (Hispanic & Non- Hispanic); POC includes all people of color groups % of benchmark n/a n/a n/a n/a 2.0% 16.8% 23.8% 76.2% 0.6% 11.5% 17.3% 82.7% 1.9% 25.8% 35.8% 64.2% combined (Hispanic & Non-Hispanic) Utilization Ratio (UR) UR meets 4/5 standard?  ------------ ------------    0.00 0.83 0.66 1.11     0.00 0.92 1.31 0.93     0.00 1.16 0.84 1.09     • Workforce data are from City of Dover EEO-4 Filings, which includes City and Police Department • Benchmarks are from the US Census 5-year ACS (2006-2010) EEO Tabulations. Table EEO-CIT06W. Delaware, State and Local Government Job Groups, - Results Key   W Not underutilized, UR ≥ .80 Underutilized based on 80% rule Not evaluated, N < 20 employees civilians employed in Delaware who are age 16 and over and a US citizen. • A utilization ratio is a demographic group’s representation in an organization’s workforce divided by the same group’s representation in a benchmark population CONFIDENTIAL for Dover 63

How does our workforce compare to benchmarks? 2019 Representation by Race and EEOC Job Class City of Dover City of Dover 2019 Total # workforce --------------- Asian Black POC White Asian Black POC White Asian Black POC White Asian Black POC White Officials & Administrators 0 5 6 31 1 Professionals 3 5 11 1 Technicians 0 3 8 Protective Service: Sworn 0 1 1 4 Conclusions: • In 2019, Asian workers were underrepresented in all 4 job classes that were large enough to evaluate % of workforce 0% 13.5% 16.2% 83.8% 6.3% 18.8% 31.3% 68.8% 9.1% 0% 27.3% 72.7% 0% 20.0% 20.0% 80.0% for City, compared to relevant % of benchmark 2.7% 12.2% 18.4% 81.6% 3.9% 11.6% 18.6% 81.4% 4.0% 14.8% 23.3% 76.7% 1.3% 21.4% 28.1% 71.9% benchmarks (DE state and local Utilization Ratio (UR) UR meets 4/5 standard? 2019 Total # workforce 0.00  0 ------------ 1.11  0.88 ------------ Paraprofessionals 0  0 1.03  9  Administrative Support 0  12  15  65  0   Skilled Craft 2 9  43    Service / Maintenance 1  7 19 44 government employees in the same job classifications). • Black workers were underrepresented in 2 job classes: Skilled Craft and Service/Maintenance. % of workforce 0% 0% 0% 100% 0% 15.0% 18.8% 81.3% 0% 3.8% 17.3% 82.7% 1.6% 11.1% 30.2% 69.8% Notes: % of benchmark n/a n/a n/a n/a 2.0% 16.8% 23.8% 76.2% 0.6% 11.5% 17.3% 82.7% 1.9% 25.8% 35.8% 64.2% ------------ • Results cut across ethnicity (Hispanic & Non- Utilization Ratio (UR) 0.00 0.89 0.79 1.07 0.00 0.33 1.00 1.00 0.83 0.43 0.84 1.09 Hispanic); POC includes all people of color UR meets 4/5 standard?   ------------               groups combined (Hispanic & Non-Hispanic) • Workforce data provided by the City of Dover, snapshot as of June 24, 2019. - • Benchmarks are from the US Census 5-year Results Key ACS (2006-2010) EEO Tabulations. Table  Not underutilized, UR ≥ .80 EEO-CIT06W. Delaware, State and Local  Underutilized based on 80% rule Government Job Groups, civilians employed in W Not evaluated, N < 20 employees Delaware who are age 16 and over and a US citizen. CONFIDENTIAL for Dover 64

How does our workforce compare to benchmarks? 2019 Representation by Race and EEOC Job Class Dover PD City of Dover 2019 Total # workforce --------------- Asian Black POC White Asian Black POC White Asian Black POC White Asian Black POC White Officials & Administrators 0 1 1 1 0 Professionals 0 0 6 0 Technicians 0 0 10 Protective Service: Sworn 1 12 15 62 Conclusions: • Black workers, and all POC combined, were underrepresented in the Protective Services job class in % of workforce 0% 50% 50% 50% 0% 0% 0% 100% 0% 0% 0% 100% 1.3% 15.6% 19.5% 80.5% 2019. % of benchmark 2.7% 12.2% 18.4% 81.6% 3.9% 11.6% 18.6% 81.4% 4.0% 14.8% 23.3% 76.7% 1.3% 21.4% 28.1% 71.9% • Employee headcounts in other job Utilization Ratio (UR) UR meets 4/5 standard?  ------------ ------------            1.00 0.73 0.69 1.12     classes were too small to permit meaningful analyses. Notes: • Results cut across ethnicity (Hispanic & Non- Hispanic); POC includes all people of color groups combined (Hispanic & Non-Hispanic) • Workforce data provided by the City of Dover, snapshot as of June 24, 2019. - • Benchmarks are from the US Census 5-year Results Key ACS (2006-2010) EEO Tabulations. Table  Not underutilized, UR ≥ .80 EEO-CIT06W. Delaware, State and Local  Underutilized based on 80% rule Government Job Groups, civilians employed in W Not evaluated, N < 20 employees Delaware who are age 16 and over and a US citizen. CONFIDENTIAL for Dover 65

How does our applicant pool compare to benchmarks? OCT 2016 – JAN 2019 Applicant Representation by Gender City of Dover and Dover PD City of Dover Total # applicants % of applicants % of benchmark (All of DE) Female 1,254 61.8% 49.2% -Male 774 38.2% 50.8% Conclusions: • Men were underutilized among City job applicants, compared to their availability among employed civilians Delaware-wide. • Women were underutilized among Police Officer and Police Chief Utilization Ratio (UR) 1.26 0.75 applicants, compared to their availability among civilians working in UR meets 4/5 standard?   Sworn Protective Services in Delaware. Police Officers Female Male Total # applicants 130 742 % of applicants 14.9% 85.1% Notes: • Gender was unknown for 5% of City applicants, <1% of Police Officer applicants, and % of benchmark (Police in DE) 23.8% 76.2% 0 Police Chief applicants. Utilization Ratio (UR) 0.63 1.12 • Benchmarks are from the US Census 5-year American Community Survey (2006- UR meets 4/5 standard?   2010) EEO Tabulations. Civilians employed in Delaware who are age 16+ and a US citizen. Police Chief Female Male • City: Table EEO-CIT02W. Delaware statewide. Total # applicants 0 34 • PD: Table EEO-CIT06W. Delaware, State and Local Government Job Groups, % of applicants 0% 100% Protective Service: Sworn. -- -- % of benchmark (Police in DE) 23.8% 76.2% • A utilization ratio is a demographic group’s representation in an organization’s workforce divided by the same group’s representation in a benchmark population, e.g., Utilization Ratio (UR) 0.00 1.31 • UR (F) = % workforce (F) / % benchmark (F) UR meets 4/5 standard?   • Applicant data provided by the City of Dover - • City and Police Chief data source file: “ATS Summary of Recruitments from Results Key October 2016 through January 2019.doc”  Not underutilized, UR ≥ .80 • Police Officer data source files: Police Applicants 201x-201x Diversity Study  Underutilized based on 80% rule W Not evaluated, N < 20 new hires CONFIDENTIAL for Dover 66

How does our applicant pool compare to benchmarks? OCT 2016 – JAN 2019 Applicant Representation by Ethnicity City of Dover and Dover PD City of Dover Hispanic Non-H Conclusions: Total # applicants 26 1,872 • Hispanic/Latinos were underutilized among City job applicants, compared to % of applicants 5.9% 94.1% their availability among employed civilians Delaware-wide. % of benchmark (All of DE) 6.2% 93.8% • Hispanic/Latinos were well-represented among Police Officer applicants. Utilization Ratio (UR) 0.22 1.05 UR meets 4/5 standard?   • Hispanic/Latinos appeared to be well-represented among Police Chief applicants, compared to their representation among all civilians working in Police Officers Hispanic Non-H Sworn Protective Services in Delaware. Interpret this result with caution Total # applicants 84 785 because ethnicity information was missing for half of these applicants. % of applicants 9.7% 90.3% Notes: % of benchmark (Police in DE) 3.3% 96.7% • Race/ethnicity was unknown for 14% of City applicants, <1% of Police Officer applicants, and 50% Utilization Ratio (UR) 2.96 0.93 of Police Chief applicants. UR meets 4/5 standard?   • Benchmarks are from the US Census 5-year American Community Survey (2006-2010) EEO Tabulations. Civilians employed in Delaware who are age 16+ and a US citizen. Police Chief Hispanic Non-H • City: Table EEO-CIT02W. Delaware statewide. Total # applicants 1 16 • PD: Table EEO-CIT06W. Delaware, State and Local Government Job Groups, Protective % of applicants 5.9% 94.1% Service: Sworn. % of benchmark (Police in DE) 3.3% 96.7% • A utilization ratio is a demographic group’s representation in an organization’s workforce divided -- by the same group’s representation in a benchmark population. Utilization Ratio (UR) • Applicant data provided by the City of Dover UR meets 4/5 standard?   • City and Police Chief data source file: “ATS Summary of Recruitments from October 2016 through January 2019.doc” Results Key • Police Officer data source files: Police Applicants 201x-201x Diversity Study •  W Not underutilized, UR ≥ .80 Underutilized based on 80% rule Not evaluated, N < 20 new hires CONFIDENTIAL for Dover 67

How does our applicant pool compare to benchmarks? OCT 2016 – JAN 2019 Applicant Representation by Race City of Dover and Dover PD City of Dover Total # applicants % of applicants --- Asian 30 1.6% Black 612 POC White 750 1,148 32.2% 39.5% 60.5% Conclusions: • Asians were underutilized among City job applicants, compared to their availability among employed civilians Delaware-wide. % of benchmark (All of DE) Utilization Ratio (UR) UR meets 4/5 standard? Police Officers Total # applicants -- --- 3.5% 8 --- 0.45  --- Asian 16.7% 24.1% 75.9% 1.93  Black 217 1.64  POC 331 0.80  White 538 • Asians were underutilized among Police Officer applicants. • There was no underutilization for Black, POC, or White applicants at City or PD. • All groups (Asian, Black, POC, and White) appeared to be well-represented among Police Chief applicants, compared to their representation among all civilians working in Sworn Protective Services in Delaware. Interpret this result with caution because race information was missing for half of these applicants. % of applicants 0.9% 25.5% 38.1% 61.9% Notes: % of benchmark (Police in - --- 1.3% 21.4% 28.1% 71.9% • Results cut across ethnicity (Hispanic & Non-Hispanic); POC includes all people of color groups combined DE) (Hispanic & Non-Hispanic). Utilization Ratio (UR) 0.71 1.17 1.36 0.86 • Race/ethnicity was unknown for 14% of City applicants, <1% of Police Officer applicants, and 50% of Police UR meets 4/5 standard?     Chief applicants. • Benchmarks are from the US Census 5-year American Community Survey (2006-2010) EEO Tabulations. Police Chief Asian Black POC White Civilians employed in Delaware who are age 16+ and a US citizen. Total # applicants 1 4 6 11 • City: Table EEO-CIT02W. Delaware statewide. % of applicants 5.9% 23.5% 35.3% 64.7% • PD: Table EEO-CIT06W. Delaware, State and Local Government Job Groups, Protective Service: Sworn. % of benchmark (Police in • A utilization ratio is a demographic group’s representation in an organization’s workforce divided by the same 1.3% 21.4% 28.1% 71.9% group’s representation in a benchmark population. DE) ---- • Applicant data provided by the City of Dover Utilization Ratio (UR) • City and Police Chief data source file: “ATS Summary of Recruitments from October 2016 through January UR meets 4/5 standard?     2019.doc” - • Police Officer data source files: Police Applicants 201x-201x Diversity Study Results Key  Not underutilized, UR ≥ .80  Underutilized based on 80% rule W Not evaluated, N < 20 new hires CONFIDENTIAL for Dover 68

How does our hiring compare to benchmarks? 2016-2018 New Hire Representation by Gender City of Dover and Dover PD City of Dover 2016-2018 Total # new hires % of new hires Female 41 41.4% - Male 58 58.6% Conclusions: • Gender representation for the 2016-2018 City new hires was similar to gender representation for all civilians employed in Delaware. There was no underutilization for women or for men. % of benchmark (All of DE) 49.2% 50.8% • Gender representation for the 2016-2018 Police new hires was similar Utilization Ratio (UR) 0.84 1.15 to gender representation for all civilians working in Sworn Protective UR meets 4/5 standard?   Services in Delaware. Interpret this result with caution because the total number of new hires was small (< 20). Dover PD Female Male 2016-2018 Notes: Total # new hires 4 15 • Benchmarks are from the US Census 5-year American Community Survey (2006-2010) % of new hires 21.1% 78.9% EEO Tabulations. Civilians employed in Delaware who are age 16+ and a US citizen. % of benchmark (Police in DE) 23.8% 76.2% • City: Table EEO-CIT02W. Delaware statewide. -- Utilization Ratio (UR) • PD: Table EEO-CIT06W. Delaware, State and Local Government Job Groups, Protective Service: Sworn. UR meets 4/5 standard?   • A utilization ratio is a demographic group’s representation in an organization’s workforce divided by the same group’s representation in a benchmark population, e.g., • UR (F) = % workforce (F) / % benchmark (F) Results Key • Hiring data provided by the City of Dover •  W Not underutilized, UR ≥ .80 Underutilized based on 80% rule Not evaluated, N < 20 new hires • City data source file: “Turnover (4)” includes full time and part time new hires • PD data source files: “Police Applicants 201x-201x Diversity Study” CONFIDENTIAL for Dover 69

How does our hiring compare to benchmarks? 2016-2018 New Hire Representation by Ethnicity City of Dover and Dover PD City of Dover Hispanic Non-H Conclusions: 2016-2018 • Hispanic/Latinos were underutilized among the 2016-2018 City new Total # new hires 3 89 hires, compared to their availability in the workforce Delaware-wide. % of new hires 3.3% 96.7% • Hispanic/Latinos appeared to be well-represented among the 2016- % of benchmark (All of DE) 6.2% 93.8% 2018 Police new hires, compared to their representation among all Utilization Ratio (UR) 0.52 1.03 civilians working in Sworn Protective Services in Delaware. Interpret UR meets 4/5 standard?   this result with caution because the total number of new hires was small (< 20). Dover PD Hispanic Non-H Notes: 2016-2018 • Race/ethnicity was unknown for 7 City new hires, or 7% of the 99 City new hires. Total # new hires 2 17 • Race/ethnicity was known for all 19 Police new hires. % of new hires 10.5% 89.5% • Benchmarks are from the US Census 5-year American Community Survey (2006-2010) EEO Tabulations. Civilians employed in Delaware who are age 16+ and a US citizen. % of benchmark (Police in DE) 3.3% 96.7% • City: Table EEO-CIT02W. Delaware statewide. Utilization Ratio (UR) UR meets 4/5 standard?  --  • PD: Table EEO-CIT06W. Delaware, State and Local Government Job Groups, Protective Service: Sworn. • A utilization ratio is a demographic group’s representation in an organization’s workforce divided by the same group’s representation in a benchmark population, e.g., - Results Key   W Not underutilized, UR ≥ .80 Underutilized based on 80% rule Not evaluated, N < 20 new hires • UR (H) = % workforce (H) / % benchmark (H) • Hiring data provided by the City of Dover • City data source file: “Turnover (4)” includes full time and part time new hires • PD data source files: “Police Applicants 201x-201x Diversity Study” CONFIDENTIAL for Dover 70

How does our hiring compare to benchmarks? 2016-2018 New Hire Representation by Race City of Dover and Dover PD City of Dover 2016-2018 Total # new hires % of new hires --- Asian 0 0.0% Black 22 POC 27 White 65 23.9% 29.3% 70.7% Conclusions: • Asians were underutilized among the 2016-2018 City new hires, compared to their availability in the workforce Delaware-wide. • There was no underutilization for Black or POC new hires at City. -- --- % of benchmark (All of DE) 3.5% 16.7% 24.1% 75.9% • Asian and Black groups appeared to be underutilized among the 2016-2018 Police --- new hires, compared to their representation among all civilians working in Sworn Utilization Ratio (UR) 0.00 1.43 1.22 0.93 Protective Services in Delaware. Interpret this result with caution because the total --- UR meets 4/5 standard?     number of new hires was small (< 20). Dover PD Asian Black POC White Notes: 2016-2018 • Results cut across ethnicity (Hispanic & Non-Hispanic); POC includes all people of color groups combined (Hispanic & Non-Hispanic). Total # new hires 0 3 5 14 • Race/ethnicity was unknown for 7 City new hires, or 7% of the 99 City new hires. % of new hires 0.0% 15.5% 26.3% 73.7% • Race/ethnicity was known for all 19 Police new hires. % of benchmark (Police in • Benchmarks are from the US Census 5-year American Community Survey (2006-2010) EEO 1.3% 21.4% 28.1% 71.9% DE) Tabulations. Civilians employed in Delaware who are age 16+ and a US citizen. Utilization Ratio (UR) UR meets 4/5 standard? - Results Key   Not underutilized, UR ≥ .80 Underutilized based on 80% rule ----     • City: Table EEO-CIT02W. Delaware statewide. • PD: Table EEO-CIT06W. Delaware, State and Local Government Job Groups, Protective Service: Sworn. • A utilization ratio is a demographic group’s representation in an organization’s workforce divided by the same group’s representation in a benchmark population. • Hiring data provided by the City of Dover W Not evaluated, N < 20 new hires • City data source file: “Turnover (4)” includes full time and part time new hires • PD data source files: “Police Applicants 201x-201x Diversity Study” CONFIDENTIAL for Dover 71

Are advancement opportunities equitable by gender? JUL 2017 – DEC 2018 Promotions by Gender City of Dover and City of Dover Female Male Dover PD Total # promotions JUL 2017 – DEC 4 21 2018 Total # employees JUN 2019 99 181 Conclusions: Promotion rate 4.0% 11.6% • Men were more likely to be promoted than women, with promotion Adverse Impact Ratio (AIR) 0.35 2.87 rate differences that violated the 4/5 standard. AIR meets 4/5 standard?   Dover PD Total # promotions JUL 2017 – DEC 2018 Total # employees JUN 2019 - Female 1 4 Male 6 95 Notes: Promotion rate 25.0% 4.3% - -- • Gender was known for all promoted employees. Adverse Impact Ratio (AIR) • AIR is a demographic group’s promotion rate divided by another demographic group’s AIR meets 4/5 standard? W W promotion rate, e.g., • AIR (F) = % promoted (F) / % promoted (M) City + Dover PD Combined Female Male • Data provided by the City of Dover Total # promotions JUL 2017 – DEC • Police Promotions in the FOP are not tracked. 5 27 2018 • Promotion numbers source file: “Turnover (4).xls”, Promotions tab. Total # employees JUN 2019 103 276 • City started tracking promotions on 7/1/2017. The most recent promotion Promotion rate 4.9% 9.8% recorded was 12/17/2018. • Total # employees source file: “Employee Demo Table 6242019 FINAL” Adverse Impact Ratio (AIR) 0.50 2.02 • All promotions for the 1.5-year period available were combined for analysis AIR meets 4/5 standard?   because total promotion numbers were too small for reliable results by year. - Results Key   W AIR ≥ .80, 4/5 standard met AIR < .80, 4/5 standard violated for group Not assessed, <20 total promotions CONFIDENTIAL for Dover 72

Are advancement opportunities equitable by ethnicity? JUL 2017 – DEC 2018 Promotions by Ethnicity City of Dover Total # promotions JUL 2017 – DEC 2018 Total # employees JUN 2019 - Hispanic 0 5 Non-Hisp. 24 275 Conclusions: City of Dover and Dover PD Promotion rate Adverse Impact Ratio (AIR) -- -- 0.0% 0.00 8.7% n/a • Non-Hispanics were more likely to be promoted than Hispanics, with promotion rate differences that violated the 4/5 standard. - AIR meets 4/5 standard?   • These results should be interpreted with caution because the total number of employees identified as Hispanic (or Latino/Latina) is very Dover PD Hispanic Non-Hisp. small. Total # promotions JUL 2017 – DEC 0 7 2018 Total # employees JUN 2019 4 95 Notes: Promotion rate 0.0% 7.4% - -- • Ethnicity was unknown for 1 promoted employee (3.1% of all promoted employees). Adverse Impact Ratio (AIR) • AIR is a demographic group’s promotion rate divided by another demographic group’s AIR meets 4/5 standard? W W promotion rate, e.g., • AIR (H) = % promoted (H) / % promoted (Non-H) City + Dover PD Combined Hispanic Non-Hisp. • Data provided by the City of Dover Total # promotions JUL 2017 – DEC • Police Promotions in the FOP are not tracked. 0 31 2018 • Promotion numbers source file: “Turnover (4).xls”, Promotions tab. Total # employees JUN 2019 9 370 • City started tracking promotions on 7/1/2017. The most recent promotion -- -- Promotion rate 0.0% 8.4% recorded was 12/17/2018. • Total # employees source file: “Employee Demo Table 6242019 FINAL” Adverse Impact Ratio (AIR) 0.00 n/a • All promotions for the 1.5-year period available were combined for analysis AIR meets 4/5 standard?   because total promotion numbers were too small for reliable results by year. - Results Key   W AIR ≥ .80, 4/5 standard met AIR < .80, 4/5 standard violated for group Not assessed, <20 total promotions CONFIDENTIAL for Dover 73

Are advancement opportunities equitable by race? JUL 2017 – DEC 2018 Promotions by Race City of Dover Total # promotions JUL 2017 – DEC 2018 Total # employees JUN 2019 POC 5 58 - White 19 218 Conclusions: City of Dover and Dover PD - -- - Promotion rate 8.6% 8.7% • For City alone, promotion rates were comparable for POC and White Adverse Impact Ratio (AIR) AIR meets 4/5 standard? Dover PD Total # promotions JUL 2017 – DEC 2018 0.99  POC 0 - 1.01  White 7 employees. • For City plus PD, White employees were more likely to be promoted than People of Color, with a promotion rate difference that violated the 4/5 standard. Total # employees JUN 2019 16 79 Notes: Promotion rate 0.0% 8.9% - -- • Race was unknown for 1 promoted employee (3.1% of all promoted employees). Adverse Impact Ratio (AIR) • AIR is a demographic group’s promotion rate divided by another demographic group’s AIR meets 4/5 standard? W W promotion rate, e.g., • AIR (W) = % promoted (W) / % promoted (POC) City + Dover PD Combined POC White • Data provided by the City of Dover Total # promotions JUL 2017 – DEC • Police Promotions in the FOP are not tracked. 5 26 2018 • Promotion numbers source file: “Turnover (4).xls”, Promotions tab. Total # employees JUN 2019 74 297 • City started tracking promotions on 7/1/2017. The most recent promotion -- -- Promotion rate 6.8% 8.8% recorded was 12/17/2018. • Total # employees source file: “Employee Demo Table 6242019 FINAL” Adverse Impact Ratio (AIR) 0.77 1.30 • All promotions for the 1.5-year period available were combined for analysis AIR meets 4/5 standard?   because total promotion numbers were too small for reliable results by year. - Results Key   W AIR ≥ .80, 4/5 standard met AIR < .80, 4/5 standard violated for group Not assessed, <20 total promotions CONFIDENTIAL for Dover 74

Are termination rates comparable by gender? JAN 2016 – DEC 2018 Separations by Reason and Gender ----------------£ Retirement, Disability, or Death (City & PD) Female Male City of Dover and Dover PD Total # separations JAN 2016 – DEC 2018 4 31 @ Total # employees JUN 2019 103 276 Separation rate (Pct. of employees who Conclusions: 3.9% 11.2% separated) • Men separated due to retirement, disability, or death at a Pct. of separations 11.4% 88.6% disproportionately high rate, considering their share of the Pct. of workforce 27.2% 72.8% total workforce. Resigned, Voluntary (City & PD) Female Male • Women separated by voluntary resignation and involuntary Total # separations JAN 2016 – DEC 2018 28 37 termination at disproportionately high rates, considering their Total # employees JUN 2019 103 276 share of the total workforce. Separation rate (Pct. of employees who 27.2% 13.4% separated) Pct. of separations 43.1% 56.9% Pct. of workforce 27.2% 72.8% Terminated, Involuntary (City & PD) Female Male Notes: Total # separations JAN 2016 – DEC 2018 7 10 • Gender was unknown for 4 terminated employees (3.3% of all terminated employees). Total # employees JUN 2019 103 276 • Data provided by the City of Dover Separation rate (Pct. of employees who 6.8% 3.6% • Termination numbers source file: “Turnover (4).xls”, Explanation separated) tab. Pct. of separations 41.2% 58.8% • Total # employees source file: “Employee Demo Table 6242019 Pct. of workforce 27.2% 72.8% FINAL” • All terminations over a 3-year period were combined for analysis because total termination numbers were too small for reliable Results Key results by year. I  Group’s share of separations compares favorably to its share of the total workforce (gap < 5 percentage points). I  Group’s share of separations is 5 percentage points or more greater than its share of the total workforce. W Not assessed, <20 total separations CONFIDENTIAL for Dover 75

Are termination rates comparable by ethnicity? JAN 2016 – DEC 2018 Separations by Reason and Ethnicity -----------------£ City of Dover and Dover PD Retirement, Disability, or Death (City & PD) Total # separations JAN 2016 – DEC 2018 Hispanic 0 Non-Hisp. 35 @ Total # employees JUN 2019 9 370 Conclusions: Separation rate (Pct. of employees who 0.0% 9.5% • Separation rates were similar for Hispanic and Non-Hispanic separated) Pct. of separations 0.0% 100% employees, within each category of reasons for separating. Pct. of workforce 2.4% 97.6% • These results should be interpreted with caution because the total number of employees identified as Hispanic (or Resigned, Voluntary (City & PD) Hispanic Non-Hisp. Latino/Latina) is very small. Total # separations JAN 2016 – DEC 2018 2 59 Total # employees JUN 2019 9 370 Separation rate (Pct. of employees who 22.2% 15.9% separated) Pct. of separations 3.3% 96.7% Pct. of workforce 2.4% 97.6% Notes: Terminated, Involuntary (City & PD) Hispanic Non-Hisp. • Ethnicity was unknown for 8 terminated employees (6.6% of all terminated Total # separations JAN 2016 – DEC 2018 1 16 employees). Total # employees JUN 2019 9 370 • Data provided by the City of Dover Separation rate (Pct. of employees who • Termination numbers source file: “Turnover (4).xls”, Explanation tab. 11.1% 4.3% separated) • Total # employees source file: “Employee Demo Table 6242019 FINAL” Pct. of separations 5.9% 94.1% • All terminations over a 3-year period were combined for analysis because total termination numbers were too small for reliable results by Pct. of workforce 2.4% 97.6% year. Results Key I Group’s share of separations compares favorably to its share of the total workforce (gap < 5 percentage points). I Group’s share of separations is 5 percentage points or more greater than its share of the total workforce. W Not assessed, <20 total separations CONFIDENTIAL for Dover 76

Are termination rates comparable by race? JAN 2016 – DEC 2018 Separations by Reason and Race -----------------£ City of Dover and Retirement, Disability, or Death (City & PD) POC White Dover PD Total # separations JAN 2016 – DEC 2018 3 32 @ Total # employees JUN 2019 74 297 Separation rate (Pct. of employees who Conclusions: 4.1% 10.8% separated) • White employees separated due to retirement, disability, or Pct. of separations 8.6% 91.4% death at a disproportionately high rate, considering their share Pct. of workforce 19.9% 80.1% of the total workforce. Resigned, Voluntary (City & PD) POC White • POC separated by involuntary termination at a Total # separations JAN 2016 – DEC 2018 15 46 disproportionately high rate, considering their share of the total workforce. Total # employees JUN 2019 74 297 Separation rate (Pct. of employees who • POC and White employees had similar rates of separation by 20.3% 15.5% voluntary resignation. separated) Pct. of separations 24.6% 75.4% Pct. of workforce 19.9% 80.1% Notes: Terminated, Involuntary (City & PD) POC White • Race was unknown for 8 terminated employees (6.6% of all terminated Total # separations JAN 2016 – DEC 2018 8 9 employees). Total # employees JUN 2019 74 297 • Data provided by the City of Dover Separation rate (Pct. of employees who • Termination numbers source file: “Turnover (4).xls”, Explanation tab. 10.8% 3.0% separated) • Total # employees source file: “Employee Demo Table 6242019 FINAL” Pct. of separations 47.1% 52.9% • All terminations over a 3-year period were combined for analysis Pct. of workforce 19.9% 80.1% because total termination numbers were too small for reliable results by year. Results Key I  Group’s share of separations compares favorably to its share of the total workforce (gap < 5 percentage points). I  Group’s share of separations is 5 percentage points or more greater than its share of the total workforce. W Not assessed, <20 total separations CONFIDENTIAL for Dover 77

How do police applicants become new hires? 2016-2018 Police Applicant Flow Summary Dover PD 110% 874 94% of PD Applicants are considered “Qualified” based on their 1000% 825 applications. Most DQs at this stage are due to applicants not meeting 1 00% age or citizenship requirements. 90% 80% Applicant attrition is sharpest in the testing phases, where more than two- flC ro thirds of applicants fail to pass the Physical Test, Written Test, and/or .!a! a. 70% Oral Exam. Most DQs in these phases are due to failing a test; a small a. <( 60% percentage self-select out (by withdrawing, no-show for a test, etc.). <( .....0 ..., 50% ., C: .,l:'. 291 About 7% of applicants pass all of the tests, then pass the background 40% a. 33.3% check. Passing the background check puts an applicant on the list for 30% 194 interviews with the Chief. Small numbers self-select out before or after 22 .2% interviews (decline the interview, refuse a job offer, etc.). 20% 112 12.8% 60 60 10% 6 .9% 6 .9% 19 __J Just over 2% of all Dover PD applicants were hired as police officers, for 0% 1 Applied 2 Qua I if ied 3 Passed 4 Passed s Passed 1111 1111 ~ 6 Passed 7Ch ief 8 Hir ed I a total of 19 new hires from 2016 through 2018. PT Wr itten Or al Background Intervi ew Dover Police Officer Applicant Flow fo r 2016-2018 . Tota l N = 874 applicants over t his 3-yea r per iod . Phases of t he app licat ion proces s are show n on the horizont al axis. The marks are labeled by numbe r and percentage of the t ota l numbe r of applicant s who reached eac h phase. CONFIDENTIAL for Dover 78

How do police applicants become new hires? 2016-2018 Police Applicant Flow by Gender Dover PD 100% llD 3li 28 About 15% of PD applicants were women. Ideally, that 7 percentage would remain constant at each phase of the hiring 9 0% 14 12.511 14-- 4 21..Jl process, indicating that applicants have similar chances of 8 0% success at each step, across gender differences. 70% The percentage of women was fairly consistent across the hiring process. 15-17% of applicants were women for phases 1 60% (all applicants), 2 (qualified), 4 (written test), 5 (oral test), and 6 50% (background). Representation for women was even higher at 742 703 253 164 phases 7 (interview) and 8 (hired). 92 34 49 40% 85.1% 85.4% 87.5% 85.4% 15 82.9% 82.9% 81.7% 78.9% 12.5% of the applicants who passed the Physical Test were 30% 20% 7 women, which is a bit lower than the 14.9% rate of women in the total applicant pool. The ratio of these numbers = 0.83, which satisfies the commonly-used 80% standard. 10% 0% 1 Applied 2 Qua Iif ied 3 Pa ssed 4 Passed 5 Passed 6 Passed 7 Chief 8 Hired 7 Overall, these results suggest that there is equal opportunity for women and men, in the Dover PD applicant process. PT Wr itten Or al Backgro und Interv iew Dover Police Officer App licant Flow f or 2016-2018. Tota l N = 874 app lican t s over t hi s 3-yea r per iod . Group Phases of t he app licat ion process are shown on t he horizonta l axis. The marks are labeled by number • Female and perce ntage of applica nts in each phase, by Gender . Demograp hi c infor mat ion in t his dataset w ai very complete : Less th an 1% of applica nt s had missing informa t ion for gend er, race, or both. • M ale CONFIDENTIAL for Dover 79

How do police applicants become new hires? 2016-2018 Police Applicant Flow by Race Dover PD About 38% of PD applicants were POC (including Hispanic, Latinx, and all other 7 100% people of color). Ideally, percentages for each group would remain constant at 9 0% each phase of the hiring process, indicating that applicants have similar chances of success at each step, across race/ethnic differences. 8 0% Results for Asian and Other POC groups are difficult to interpret, because they .; µ 0 70% 60% 7 represented quite small percentages of all applicants. I- Results for Hispanic applicants look good in terms of equal opportunity: Their 7 <lJ II\ ro .£: CL 50% representation is a fairly consistent 9 to 11% of applicants in each phase. .....0 -g_ 4 0% 46 14 Results for Black applicants give cause for concern. They were 25% of all 79 518 191 133 76.7% 73 .7% applicants, but only 10% of those on the interview list and 16% of new hires. 538 69 .3% 71 .2% 25 30% 61.9% 62.9% 66 .1% Black applicants were underrepresented at every phase from 3 (passed PT) to 8 610% (hired). 20% White applicants represent a consistent 61 to 66% of applicants within many of 10% 0% 1 Applied 2 Qua Iif ied 3 Passed PT 4 Passed Writ ten 5 Passed Or al 6 Passed 7 Chief Bac kground Int erv iew 8 Hired 7 Group the phases. However, they account for more than 70% of applicants at phases 5 (passed oral test), 7 (on the interview list), and 8 (hired). Note that 73.7% of officers hired were White, compared to 61.9% of the applicant pool. • Ot her POC Dove r Police Officer Applicant Flow f or 2016-2018 . Tota l N = 874 app lican t s over t hi s 3-yea r per iod. • As ian Note: Phases of t he app licat ion process are shown on t he horizonta l axis. The marks are labeled by number and perce ntage of applica nts in eac h phase, by Race. De mograp hic info rmat ion in t his dat aset was • Hispanic • All data on this slide are tabulated in a very com plete : Less t han 1% of applica nt s had missi ng infor mat ion for gend er, race, or bot h. • Black summary slide, later in this section. White CONFIDENTIAL for Dover 80

How do police applicants become new hires? 2016-2018 Police Applicant Flow by Race and Gender Dover PD About 38% of PD applicants were POC (including Hispanic, Latinx, and all other 7 100% 24 19 people of color). Ideally, percentages for each group would remain constant at 73 71 15 10 10 4 9 0% 8 .7% 8 .3% 9.9% 13.5% 16.7% 16.7% each phase of the hiring process, indicating that applicants have similar chances 84% 21 .1% of success at each step, across race/ethnic differences. 8 0% 86 50 13 13 Results for POC Female applicants give cause for concern. They were 7% of all iii ..., 70% 274 31.5% 253 30.9% 29.8% 26.0% 28 25.2% 21.7% 21.7% 5 26.3% 7 applicants, and their representation steadily decreased until reaching 0% of hires. ~ 60% Results for White Female applicants look good in terms of equal opportunity: ~ Ill ~ .._ 0 -g. 50% 40% 7 Their representation is 8 to 10% of applicants in the early phases, and more than doubles by phase 6. White Females were 21% of new hires. 30% 20% 465 53.5% 447 54.5% 167 57.8% 114 59.4% 64 57.7% 36 60.0% 36 60.0% 10 52.6% 1 Results for POC Male applicants give cause for concern. They were 32% of all applicants, vs. 22% of those on the interview list and 26% of new hires. 10% 0% 1 App lied ~D-o-ve_r_P_o_li-ce_ _ 2 Qua I if ied 3 Pa ssed W r i ten _ 1_6_-2_ 0_1_8_. -To_t_a_l _ _p_p_l i-ca_n_t _F-lo_w_ f_o_r _20 O -ff ic-e r_ A PT 4 Pa ssed 5 Pa ssed Or al 6 Passed Backgro und Interv iew 7 Ch ief 8 Hir ed N ; _8_7 -4 ap_ p_l_ic-an_t_s_o-ve_r_t_h-is-3--y- e_a_r -pe- r-io_d_. ~ Group • 7 White Male applicants represent a consistent 53 to 55% of applicants at phases 1 (applied), 2 (qualified), and 8 (hired). However, they account for 58 to 60% of applicants at phases 3, 4, 5, 6, and 7. POC Fem a Ie Phases of t he app l icat io n process are shown on t he ho rizonta l axis . The marks are lat>e led t>y numt>er • Whit e Female Note: and percent age of ap plica nts in eac h phase, t>y Race x Gende r . Demogr aphic info r mat ion in t h is dat aset w as very complete : Less t han 1% of app lica nt s had m iss ing infor mation f or ge nd er, race, or • POC Ma Ie • All data on this slide are tabulated in a t> ot h . • Whit e Male summary slide, later in this section. CONFIDENTIAL for Dover 81

How do police applicants become new hires? 2016-2018 Police Applicant Flow: SUMMARY Dover PD Other POC As ian Hispanic Black Wh ite % of All Phase Group N % of % of % of % of % of Applica nt s Group Group Group Group Group Phase Phase Phase Phase Phase Phase N N N N N 1 App lied 100 0% 874.0 Tot al Tot al Tot al Tot al Tot al 2 Qua lified 94.4% 825 .0 lApp lied 2 .5% 22 0.9% 8 9.7% 84 25 0% 217 61 .9% 538 3 Passed PT 33 .3% 291 .0 2 Qua lif ied 2 .6% 21 10% 8 9 .2% 76 240% 197 62.9% 518 3 Passed PT 2.4% 7 1.7% 5 10.4% 30 19.4% 56 66. 1% 191 4 Passed Writt en 22.2% 194.0 4 Passed W .. 2 .1% 4 2. 1% 4 11.5% 22 15.1% 29 69 .3% 133 5 Passed Ora l 12.8% 112.0 5 Passed Or .. 2 .7% 3 1 .8% 2 9.9% 11 14.4% 16 71 .2% 79 6 Pa ssed Background 6.9% 60.0 6 Passed Ba .. 0 .0% 0 4 .9% 2 17 .1% 7 17.1% 7 610% 25 7 Chief Interview 6.9% 60 .0 7 Ch ief lnte .. 5 .0% 3 0.0% 0 8.3% 5 100% 6 76.7% 46 8 Hired 2.2% 19.0 8 Hi red 0 .0% 0 0.0% 0 10 .5% 2 15.8% 3 73. 7% 14 Fema le Male POCFema le White Fema le POC Male Wh ite Male % of % of % of % of % of % of Group Group Group Group Group Group Phase Phase Phase Phase Phase Phase Phase Phase N N N N N N Tot al Tot al Tot al Tot al Tot al Tot al lApp lied 14.9% 130 85 .1% 742 lApp lied 6 .6% 57 8.4% 73 31 .5% 274 53 .5% 465 2 Qua lifi ed 14.6% 120 85 .4% 703 2 Qua lif ied 60% 49 8 .7% 71 30 .9% 253 54 .5% 447 3 Passed PT 12.5% 36 87 .5% 253 3 Passed PT 4 .2% 12 8.3% 24 29.8% 86 57 .8% 167 4 Passed Wr it ten 14 .6% 28 85 .4% 164 4 Passed Wri t t en 4 .7% 9 9.9% 19 26 0% 50 59.4% 114 5 Passed Oral 17.1% 19 82 .9% 92 5 Passed Oral 3 .6% 4 13.5% 15 25 .2% 28 57 .7% 64 Note: 6 Passed Background 17.1% 7 82 .9% 34 6 Passed Backgro und 1.7% 1 16.7% 10 21 .7% 13 600% 36 • Data tabulations correspond 7 Chief Interv iew 18.3% 11 81.7% 49 7 Ch ief Interv iew 1.7% 1 16.7% 10 21 .7% 13 600% 36 to the bar charts given 8 Hired 21 .1% 4 78 .9% 15 8 Hi red 0 .0% 0 21 .1% 4 26 .3% 5 52 .6% 10 across several slides in this section. CONFIDENTIAL for Dover 82

Appendix 3 Recommended IVY Training CONFIDENTIAL for City of Dover 83

Recommended D&I Training 1. EXECUTIVE DIVERSITY ROUNDTABLE WORKSHOP • Executive commitment to diversity and inclusion (D&I) is integral to the effectiveness of the initiative. An important step to successfully implement an effective D&I initiative is to have leaders establish their commitment; satisfy themselves with the advantages of D&I and that D&I matter to the organization. • An Executive Roundtable provides the opportunity for leaders to have strategic conversations regarding leading the organization through a D&I change initiative. This session moves beyond diversity awareness to educate executives on strategic and operational elements for their business, anticipated benefits, challenges, and tactics to guarantee success. • The attendees will have an opportunity to further their own diversity learning and development while establishing the organizational answers to a series of “difficult” questions. The team will see for themselves the level of understanding that currently exists, while also determining the level of consensus regarding certain fundamental assumptions pertaining to D&I and how diversity is implemented. In many cases they will create the organization’s “answer” that will guide how they wish all employees to approach D&I within the organization. CONFIDENTIAL for City of Dover 84

Recommended D&I Training 2. DIVERSITY AND INCLUSION WORKSHOP FOR HR LEADERS • Human Resources Professionals play a critical role in leading and supporting diversity and inclusion in the workplace. They are often expected to be the expert, are asked the toughest questions, and are faced with challenges at all levels. This full day workshop is built to address the unique needs of Human Resources. • Participants learn how diversity and inclusion impact the entire employee life cycle. As they discuss the challenges and opportunities of an increasingly diverse workforce and marketplace, they will come to understand their roles and responsibilities, and will practice the skills required to become effective and trusted consultants to their business managers and colleagues. CONFIDENTIAL for City of Dover 85

Recommended IVY Training 3. LEADING CHANGE THROUGH INCLUSION: APPLYING DIVERSITY FOR MANAGERS • This full day course, designed for managers and supervisors, offers the basics of diversity awareness and understanding and provides managers with exercises designed to engage them in making management decisions using a diversity filter. This session assists managers and supervisors in operationalizing diversity concepts and goals while enabling each participant to construct their own ‘Manager’s tool kit’ for development and learning. • Participants explore the dimensions of diversity, defining diversity and inclusion. They learn how to construct the business case for diversity for their organization, and how to communicate it to stakeholders. Participants will gain an understanding of what diversity is, why it matters to them and their organizations, and what they are expected to do as leaders in support of diversity and inclusion. 4. RECRUITING THROUGH A DIVERSITY LENS™ • The demographics of both the talent pool and customer base are changing. Attracting the best talent requires new skills and competencies. Hiring managers and recruiting staff need an awareness of where to find a diverse talent pool, how to effectively interact with candidates, and how to assess talent when it comes in a “different package.” • Recruiting Through A Diversity Lens ™ provides insights based on Ivy’s wealth of experience developing diversity recruiting strategies for Fortune 1000 and other organizations, interfacing with diverse executives and associates, and assessing what hiring managers and recruiters do both “right” and “wrong” during the recruiting, interviewing and hiring process. CONFIDENTIAL for City of Dover 86

Recommended D&I Training 5. HAVING DIFFICULT CONVERSATIONS IN A DIVERSE WORKPLACE • Discussing inappropriate workplace attire, providing feedback during a performance review, asking your cubicle neighbor to lower the volume when playing his favorite religious music . . . some discussions are difficult! • Introduce diversity to the discussion – gender, race, age, religion, etc. – and the conversations may seem even more difficult. But learning to have those conversations can actually lead to improved workplace relationships, more effective talent development and . . . your peace of mind. • Having Difficult Conversations in a Diverse Workplace is a half-day program designed to build skills that will improve workplace interactions. 6. AGEISM IN THE WORKPLACE: UNDERSTANDING, RESPECTING, AND APPRECIATING AGE DIFFERENCES FOR WORKPLACE AND PERFORMANCE IMPROVEMENT • It has become common for a twenty-something to work alongside a forty- or fifty-something in today’s complex work environment. Although very familiar with people their own age, workers often enter the workforce with little appreciation or knowledge of those who are significantly older or younger than them. • This course highlights the ways in which this diverse mix of workers affords organizations many opportunities and challenges as they seek to boost the performance and levels of engagement of all of their workers. CONFIDENTIAL for City of Dover 87

Recommended D&I Training 7. WHO’S ON FIRST- PEOPLE VS. PROCESS? • Today’s workplace requires a balanced focus of the mission and the people required to carry it out. While most leaders understand the theory of “people as a business enabler”, they often do not understand how to embed the practice into their daily work. • In this hands-on workshop, leaders, managers and supervisors will learn ways to identify and change the systemic corporate processes and procedures that belie a people-centered culture. The participants will work in small groups to prioritize work tasks, motivate, recognize and reward employees, and present “out of the box” solutions to old problems. • The Who’s On First- People Vs. Process? workshop is tailored from existing content to meet the needs of the organization. Ivy will conduct conference calls and/or meetings with the project team to prepare for the session. Workshops will include up to 30 participants. 8. THE LANGUAGE OF INCLUSION • African-American or Black? Latino or Hispanic? Asian or Oriental? As the workforce and marketplace have changed, questions have been raised regarding what are the “right” words to use. This course increases awareness of the power and use of language in an increasingly diverse workplace and marketplace. • Participants will learn to examine the evolution of the “right” or “preferred” words, examples in which the “wrong” words were used and the subsequent impact, the importance of speaking for D&I and the implications of not doing so, the common myths and misconceptions about D&I, and practice speaking for D&I. CONFIDENTIAL for City of Dover 88

Thank you! CONFIDENTIAL for City of Dover 89

City Council Meeting January 14, 2020 Diversity & Inclusion Assessment Findings & Capital of the First State Recommendations Overview 3 PIPJ\INING Gf<'.lUP

Who We Are & Where We’ve Been • Ivy Planning Group is a 29-year-old firm with a proven track record managing complex projects and maintaining high quality client relationships. • Ivy provides strategic planning, change management implementation, executive coaching, and world-class training that links organizational development to the core business and missions of large public sector and private sector organizations Since 2016, Ivy has client relationships in Delaware: • State of Delaware • Department of Labor • DelDOT • Delaware Transit Corporation • Kent County Levy Court • City of Dover (c) 2019 Ivy Planning Group LLC – All Rights Reserved 2

What We’ve Learned • Tremendous pride in working for public service organizations within the state • Race still matters in the state…it creates tension around D&I • It’s important to learn and promote leading across difference…accountability matters • Being a native of Delaware matters…coming from outside means feeling like you don’t belong or fit the culture • Tenure is another strong indicator of “fit” • The diversity in the state creates opportunities to build inclusive environments inside all workplaces (c) 2019 Ivy Planning Group LLC – All Rights Reserved 3

What We’ve Learned…cont. • Focus on the systems… • Applicant tracking • Job description requirement assessments • Evaluate and assess the employee life cycle • Elevate people leadership • Org culture matters • Hold leaders accountable for leading everyone • Don’t fear assessments • Data is your friend • It’s true whether you know what’s going on or not (c) 2019 Ivy Planning Group LLC – All Rights Reserved 4

WHAT MAKES THIS HARD? 5

Diversity and Inclusion Challenges 2019 • This work is harder than it’s ever been • The naysayers are smarter and more subtle • Everyone knows how to “speak” for diversity but may not know how to lead and drive outcomes • Some people actually think we’re done • Current climate creates stress and even separation (c) 2018 Ivy Planning Group LLC – All Rights 6 Reserved

Diversity and Inclusion Challenges 2019 …cont’d • Even those who are dissatisfied don’t want to talk about the dissatisfaction • Myths – Diversity equals less than – Diverse pipeline/talent does not exist – Diverse people need fixing (vs. addressing systems bias) – This will fix itself organically – Inclusion means progress (without diversity) • How you define the problem defines the solution (c) 2018 Ivy Planning Group LLC – All Rights 7 Reserved

What’s Been Proven to Work • Executive Leadership must own this • Carefully articulated "why statements" that allow the organization to redefine "winning" at the strategic or mission level • Strategies that address, understand and operationalize: Workforce, Workplace and Marketplace (c) 2018 Ivy Planning Group LLC – All Rights 8 Reserved

What’s Been Proven to Work – Cont. • An understood dissatisfaction with the current state coupled with wanting to achieve something that matters. i.e. Saying human capital matters requires asking why different groups experience the organization differently vs celebrating the success of some • Willingness to hold up a mirror and assess your organization's strengths and weaknesses…even when you're great (c) 2018 Ivy Planning Group LLC – All Rights 9 Reserved

Why we at IVY stay excited • We’ve seen it work • The relevance of the topic produces such big results that it's always worth the struggle • We know we have answers to many of today's pressing issues • We know that addressing diversity and inclusion always impacts the bigger, broader organizational opportunity whereas the opposite is not always true (c) 2018 Ivy Planning Group LLC – All Rights Reserved 10

City of Dover Assessment 11

The City of Dover (City) contracted with IVY Planning Group (IVY) to conduct a Diversity and Inclusion (D&I) assessment in order to determine: • Workforce availability, based on EEOC job categories, within the entire City of Dover geographic area • Strengths and weaknesses of the recruitment and selection practices and written personnel policies • Current level of inclusion with the workforce • Recommendations to improve diversity efforts in regard to Assessment recruiting for civilian and sworn police officers and cadets Objective • Clear recommendations to improve all of the above Ivy performed a multi-phased approach to meet this objective: • Quantitative analysis of City of Dover’s workforce data and HR processes, specifically, the recruiting and selection processes, policies, practices • Qualitative analysis of interview and focus group data • Deliverable of findings and recommendations to improve D&I at City of Dover CONFIDENTIAL for City of Dover 12

Summary of Findings (Overall) O1: City of Dover and Police Department participants shared that pensions, benefits, commute, education reimbursement and earned vacation time as positive reasons they stay in their jobs. O2: Council Members expressed great pride in the efforts made to improve diversity and the environment that fosters inclusion. O3: The Dover Human Relations Commission conducted a Diversity Research Study in 2016 that produced nine (9) recommendations. There is little evidence that any of the recommendations outlined in the plan were met. O4: City and DPD leaders should seek to build capacity at articulating the benefits of diversity as a business and community service enabler. O5: Both the City and DPD human capital analysis results show acceptable representation or improvements across gender, race/ethnicity and job function categories. O6: Many respondents felt that the lack of racial/ethnic diversity in the senior levels of the City and Police Department contributes to the poor reputation that exists within the community. 13

Summary of Findings (Police Department) S1: The DPD website provides transparency to applicants on the process to becoming a Sworn Officer as well as attending the Police Cadet Strengths at the Academy. DPD (S) S2: DPD conducts periodic “How to Succeed” information sessions for potential candidates on the steps to becoming a Sworn Officer. E1: The lack of participation in this study by the Sworn Officer communities (white male, white Diversity and female and people of color) provides an opportunity for DPD leadership to delve deeper Inclusion to better understand perceptions and barriers to Environment (E) diversity and inclusion. E2: A disassociation exists between diversity and qualifications. This results in many study participants describing diversity as less than. CONFIDENTIAL for City of Dover 14

Summary of Findings (Police Department) R1: People of color and women don’t move through the applicant pipeline at the same rates as their white counterparts, funneling out at much greater rates. R2: The lack of racial and ethnic diversity that exists on the Oral Board interview panel increases potential bias against women and people of color. R3: Recruiting efforts lack ties to a comprehensive strategy Recruiting for attracting and hiring women and people of color. (R) R4: The candidate processing time from application to offer may present a barrier to attracting and hiring the best talent. R5: It is difficult for lateral hires from the outside to get credit for their experiences and tenure due to a somewhat inflexible hiring policy, which presents a barrier to having outsiders' close race, gender and ethnicity gaps. CONFIDENTIAL for City of Dover 15

Summary of Findings (Police Department) R6: The application process does not leverage technical advances to reach talent who may not reach the DPD through conventional methods. This may deter potential applicants. R7: Internal promotions contribute to the lack of racial/ethnic diversity in leadership, since the Recruiting (R) internal pipeline lacks a robust supply of racial/ethnic diversity. R8: The PD website https://doverpolice.org/ should be updated to better reflect the commitment to represent a diverse community and the overall appreciation for diversity and inclusion. CONFIDENTIAL for City of Dover 16

Summary of Findings (Police Department) P1: Disciplinary actions for bad behavior are Performance inconsistently executed and largely depend on who (P) the supervisor is and the closeness of the relationship with the officer. CONFIDENTIAL for City of Dover 17

Summary of Findings (City/Civilian) SC1: The City Council Mission Statement and the HR Mission uses inclusive language that helps build communication, inclusion, and trust. Strengths at SC2: The City established a Minority & Female the City (SC) Recruitment Enhancement strategy to close gaps in presentation which demonstrated thoughtful due diligence and a genuine effort to minority recruitment. AC1: Advancement opportunities within the City of Dover are unclear and inconsistent for people Advancement of color. at the City (AC) AC2: Training opportunities that offer new skills for advancement were considered nonexistent. CONFIDENTIAL for City of Dover 18

Summary of Findings (City/Civilian) PC1: Many respondents felt that the amount, frequency, method of receiving and providing Performance feedback was adequate but not consistent across at the City groups and departments. (PC) PC2: The current merit pay system is not considered effective among non-union staff. RC1: The City’s website provides helpful information to prospective candidates. However, other functions relating to the application process are cumbersome Recruiting at and may be a deterrent to attracting top talent. the City (RC) RC2: Applicant tracking for prospective candidates is not sufficient. RC3: Recruiting and sourcing methods do not reach diverse candidates on a consistent basis. CONFIDENTIAL for City of Dover 19

Summary of Findings (City/Civilian) Diversity & EC1: Women and people of color have a Inclusion more inconsistent experience working at Environment the City than their white male at the City counterparts. (EC) L1: Two leadership barriers stand in the way of D&I success at City: 1) There is a disconnect between leadership’s desire to Leadership advance D&I efforts and in their (L) impact/results and 2) There is a lack of accountability in leadership owning D&I efforts. CONFIDENTIAL for City of Dover 20

RECOMMENDATIONS CONFIDENTIAL for KCLC 21

Recommendations – City of Dover & Police Department 1. Make the Ivy assessment available to the employee population. • This action displays a commitment to change and progress towards a desired D&I vision – as will be detailed in the D&I Strategy. In addition, this level of transparency demonstrates ownership and accountability to becoming the culture the City and DPD desires. ✓ Recommendation addresses findings: O4, SC1 2. Leadership commitment to and capacity in diversity and inclusion is critical to the effectiveness and success of D&I initiatives. Establish leadership commitment to the D&I strategy through increased D&I acumen. Include D&I specific annual action goals to all supervisors and above. Hold leaders accountable to these goals. (Refer to the D&I Strategy for action steps). • Recommended training: Executive Diversity Roundtable Workshop offers leaders the opportunity to establish their commitment to D&I, satisfy themselves with the advantages of D&I and how D&I matter to the organization. The Executive Roundtable provides the opportunity for leaders to have strategic conversations regarding leading the organization through a D&I change initiative, moving beyond diversity awareness, to educate executives on strategic and operational elements for their business, anticipated benefits, challenges, and tactics to guarantee success. ✓ Recommendation addresses findings: O4, S1, E2, EC1, LC1 CONFIDENTIAL for City of Dover 22

Recommendations – City of Dover & Police Department 3. Convene a series of D&I training courses, including D&I Fundamentals, Unconscious Bias, Recruiting Through a D&I Lens, Diversity Dialogue, Leading Through a D&I Lens, Executive Coaching, etc. Refer to the Appendix – “Recommended IVY Training” for details on recommended training courses. ✓Recommendation addresses findings: O4, E1, AC1, EC1 4. Include more transparency in practices including bottom up decision making/collaboration, making employee-impacting reports/studies available, be open to employee feedback, and consider conducting a confidential employee survey. ✓Recommendation addresses findings: O3-O4, E1, EC1 CONFIDENTIAL for City of Dover 23

Recommendations – City of Dover & Police Department - Continued 5. Convene a Diversity and Inclusion Council consisting of multiple demographics, functions and levels across the organization with a City or DPD Senior Leader as the council head. Task this team with ownership of the D&I Strategy and authority to work with each department to establish project plans that track progress against goals. Regularly brief City and DPD leadership. This team may short term to address the most critical D&I issues. ✓ Recommendation addresses findings: O3-O4, E1, EC1, LC1 6. Design a strategy to prepare for the upcoming retirement wave. Leverage this opportunity to create succession plans using a transparent and inclusive process to ensure a balance of institutional knowledge and new opportunities for City and DPD. ✓ Recommendation addresses findings: AC1, AC2, R7 CONFIDENTIAL for City of Dover 24

Recommendations – Police Department 1. Reconstruct your recruiting life cycle beginning with a study on hiring best practices across law enforcement agencies. It will be critical to understand and grow capacity to conduct skills analysis, training, and culturally competent skills that may help build greater confidence in a new candidates’ abilities and probabilities of success against job requirements at any level. Refer to the D&I Strategy for action steps. ✓ Recommendation addresses findings: R1, R3, R5, R7 2. Expand your talent pool / sources for candidates. • Utilize career search websites such as Indeed, Monster, LinkedIn, university career websites/centers, etc. and post all open position. • Build and strengthen partnerships with service organizations that reach potential candidates in the Delaware region (DE, MD, VA, PA, NJ, NY). ✓ Recommendation addresses findings: R1, R3, R5, R7 CONFIDENTIAL for City of Dover 25

Recommendations – Police Department 3. Update DPD website to reflect the diverse population for which it serves. Consider the Boston Police Department https://www.boston.gov/departments/police is a best practice. ✓ Recommendation addresses findings: R6, R8 4. Host more Police Department “how to succeed” events to assist candidates with tools to pass the physical and written test. Consider varying locations to reach applications outside of the City. ✓ Recommendation addresses findings: R1, R3, R4 CONFIDENTIAL for City of Dover 26

Recommendations – Police Department - continued 5. Consider providing additional status to officers who have specialized experience when applying for promotions/assignments to specialized units that match their prior expertise. Create a shadow program to test skills. ✓ Recommendation addresses findings: R6 6. Strengthen the recruiting and selection policy to require diversity on the Oral board and providing each person with equal vote on candidates. This will reduce unintended bias and allow for different perspectives and demographics to assess candidates against what are subjective requirements. ✓ Consider revising Oral Board questions to better assess cultural competency and emotional intelligence. The Chief’s interview is too late to know whether a person has difficulty connecting with other cultures. ✓ Consider bringing in a diverse police officer consultant to assist with the Oral Boards and scoring the Written Test as a way to diversify perspectives and mitigate bias. ✓ Recommendation addresses findings: R2 CONFIDENTIAL for City of Dover 27

Recommendations – City of Dover 1. Reconstruct your recruiting life cycle with industry and diversity best practices, including conduct a formal job analysis, automate the application process, and leverage the new HRIS as a key mechanism to track applicants throughout their employment cycle. Refer to the D&I Strategy for action steps. ✓ Recommendation addresses findings: RC1-RC3 2. Redesign your City of Dover webpage to provide efficient access to potential candidates. Use https://www.nccde.org/ as a comparative and best practice. ✓ Recommendation addresses findings: RC1 3. Conduct a review of merit-based employee pay against market. Ensure all staff are aligned with the job category and function that best meets their skill set and pay them accordingly. Where additional time is needed to bring staff to parity, be transparent. ✓ Recommendations address findings: PC1 CONFIDENTIAL for City of Dover 28

Recommendations – City of Dover - Continued 4. Ensure ongoing performance management is happening between leaders and direct reports including communicating ongoing expectations and engaging in performance conversations. This works best when the culture supports frequent and open, constructive feedback-sharing (including upward and peer-to-peer feedback). ✓ Recommendations address findings: PC2 5. Build and actively sustain relationships/partnerships with colleges/universities, organizations, associations, local stakeholders, professional associations, etc. that have a D&I focus – this helps you understand your employer brand (“word on the street”), to strengthen your brand with these organizations and correct any misconceptions about your brand, and to connect with, learn from, and source a wider pool of diverse candidates. Examples include: Delaware State University – Career Services Center, Society of Women Engineers, National Society of Black Engineers, Society of Hispanic Professional Engineers, the Delaware Hispanic Commission, African American Chambers of Commerce, Mid-Atlantic Hispanic Chambers of Commerce, etc. Where feasible, attend professional conferences of these same associations to network and recruit. ✓ Recommendations address findings: RC1-RC3 CONFIDENTIAL for City of Dover 29

Next Steps Project Step Delivery Timeline Final Assessment Report November 21, 2019 D&I Strategic Plan January 15, 2020 CONFIDENTIAL for KCLC 30

Thank you! 31

ACTION FORM PROCEEDING: Council Committee of the Whole DEPARTMENT OF ORIGIN: City Manager DATE SUBMITTED: 1/8/20 PREPARED BY: Donna Mitchell, City Manager SUBJECT: Project Carry-Forward Budget Balances & Proposed Budget Amendments REVIEWED BY: City Manager & Controller/Treasurer APPROVALS: Council Committee of the Whole EXHIBITS: Exhibit A – Capital Investment Plan Amendments EXPENDITURE REQUIRED: As per the attached Exhibit & Draft Ordinance AMOUNT BUDGETED: N/A TIMETABLE: Upon Council approval RECOMMENDED ACTION: Staff recommends approval of the proposed Budget Amendments totaling $ for Fiscal Year 2020. The proposed budget amendment includes adjustments to the Capital Project budgets (see Exhibit A) and a few adjustments needed to the operating budgets as indicated below. Also, note revenue adjustments are also included for projects that have carried over and had debt financing or reserve fund appropriations to partially fund projects. The previous year loans and reserve transfers were done based on project progress. These include capital asset reserves, impact fee reserves and State Revolving Fund Loans. Operating adjustments – • General Fund o Library adjusted upwards $60,000 to cover Security Contract, transferred from the Police Department Temp Help. o Police Department increased for $31,100 to cover SORT Vest inadvertently reduced in the budget process, less the $60,000 transferred from Temp Help to the Library for the Security. Net reduction $28,900 o Human Resources adjusted upward for the D & I Study $50,000. o Insurance adjusted upward $90,000 to cover 13 months of payments this year offset by 11 months in the prior year. Payment timing. • Electric Fund o Power Supply & Generation favorability from FY19 has been transferred to the Rate Stabilization Reserve of $3.7 million. The items above along with the Capital Project carry forward balances total $11,906,100 as follows: Fund Budget Balance Adjustment General Fund $171,100 Governmental – Capital Projects Fund 2,937,100 Water – Capital Projects Fund 2,977,500 Wastewater – Capital Projects Fund 1,241,500 Electric Fund 3,700,000 Electric – Capital Projects Fund 615,800 Community Transportation 263,100 Total $11,906,100

Exhibit A City of Dover Project Carryfoward FY19 / FY20 Budget Balances First Amendment Ordinance # 2020 - 01 Fiscal Year 2019 Original Revised Prior Carry Carry FY 2020 Revised CIP CIP Fiscal Year Forward Forward Year FY 20 CIP Project # Title Budget Budget Expenses Available Needed Budget Budget --- Sprayer Equipment for vegetation growth $ - $ 25,000 $ - $ 25,000 $ 25,000 $ - $ 25,000 PR1402 Schutte Park Land Improvements 70,000 223,800 46,000 177,800 177,800 75,000 252,800 PR1701 Dover Park - Master Plan 140,000 158,700 29,900 128,800 128,800 125,000 253,800 PR1900 Schutte Park Maintenance Facility 260,000 291,000 - 291,000 291,000 - 291,000 PD1801 Police Station Impound Lot 74,000 201,500 700 200,800 200,800 - 200,800 FC2001 City Hall Improvements - 90,800 - 90,800 90,800 82,000 172,800 ST1801 FY 18 Street and Alley Program - 524,600 251,100 273,500 273,500 - 273,500 ST1806 Bradford Street Streetscape Improvement 200,000 200,000 - 200,000 200,000 - 200,000 ST1902 Emergency Storm Sewer Repair 73,000 73,000 9,800 63,200 3,900 76,000 79,900 ST1904 Meeting House Branch Improvement 1,100,000 1,100,000 43,100 1,056,900 1,056,900 - 1,056,900 ST1905 Operations Yard Relocation and Improvements 445,000 445,000 - 445,000 445,000 - 445,000 ST1907 Brine Manufacturing System 45,000 45,000 5,300 39,700 39,700 - 39,700 ST1909 Letter of Map Revision - Little River - 42,000 38,100 3,900 3,900 - 3,900 $ 2,407,000 $ 3,420,400 $ 424,000 $ 2,996,400 $ 2,937,100 $ 358,000 $ 3,295,100 Total General Capital Project Fund $ 2,407,000 $ 3,420,400 $ 424,000 $ 2,996,400 $ 2,937,100 $ 358,000 $ 3,295,100 ST1908 FY 19 Bond Bill - Paving $ 500,000 $ 500,000 $ 425,300 $ 74,700 $ - $ 74,700 CT1904 Paving Project - Bertrand & Reese St. - 300,000 229,800 70,200 - 70,200 CT1833 Paving Project - Hope St. & Crawford Carroll Av. 88,600 88,600 49,500 39,100 - 39,100 TE0601 TCSP Lincoln Park 79,100 79,100 - 79,100 - 79,100 Total Community Transportation Fund $ 667,700 $ 967,700 $ 704,600 $ 263,100 $ - $ 263,100 WD1900 Meter Replacement $ - $ 46,000 $ 28,800 $ 17,200 $ - $ 17,200 WD1903 Bulk Water Station 42,400 42,400 4,300 38,100 - 38,100 WQ1901 WQI - Lakewood Place 294,900 273,900 146,100 127,800 - 127,800 WD1609 WTP Process Improvements 4,000,000 6,562,800 3,768,400 2,794,400 437,200 3,231,600 Total Water I & E Fund $ 4,337,300 $ 6,925,100 $ 3,947,600 $ 2,977,500 $ 437,200 $ 3,414,700 WW1900 Meter Replacement $ - $ 46,000 $ 28,800 $ 17,200 $ - $ 17,200 WW1806 Puncheon Run Pump Station Improvements - 70,000 47,900 22,100 - 22,100 WW1903 Delaware Tech Pump Station Replacement 402,300 381,300 248,000 133,300 - 133,300 WW1904 Silver Lake Pump Station Replacement 489,500 429,500 282,500 147,000 - 147,000 WW1905 Walker Woods Pump Station Replacement 563,200 563,200 105,000 458,200 - 458,200 WW1906 Meeting House Branch Sewer Replacement 250,000 250,000 3,900 246,100 - 246,100 WW2007 Kurt Drive Pump Station Improvements - 217,600 - 217,600 - 217,600 Total Wastewater I & E Fund $ 1,705,000 $ 1,957,600 $ 716,100 $ 1,241,500 $ - $ 1,241,500 EG1905 McKee Run Unit #3 Boiler Systems $ 515,000 $ 515,000 $ 134,100 $ 380,900 $ 206,000 $ - $ 206,000 EG1907 McKee Run Unit 3 Auxiliary System Components 261,000 261,000 156,800 104,200 55,000 60,000 115,000 Electric Generation $ 776,000 $ 776,000 $ 290,900 $ 485,100 $ 261,000 $ 60,000 $ 321,000 FIN Purchase of ERP System $ 548,000 $ 2,057,000 $ 730,700 $ 1,326,300 $ 354,800 $ 488,000 $ 842,800 Total ERP System $ 548,000 $ 2,057,000 $ 730,700 $ 1,326,300 $ 354,800 $ 488,000 $ 842,800 Total Electric I & E Fund $ 1,324,000 $ 2,833,000 $ 1,021,600 $ 1,811,400 $ 615,800 $ 548,000 $ 1,163,800 Total Carryforward balances to FY 2020 $ 9,905,700 $ 8,035,000 $ 1,343,200 $ 9,378,200 C:\Users\ymartine\AppData\Local\Microsoft\Windows\INetCache\Content.Outlook\YA84LQFR\Lori Working FY19 PROJECT TRACKING REPORT June2019 DSM

CITY OF DOVER ORDINANCE # 2020-01 2019-2020 BUDGET ORDINANCES 1 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 2 The amount hereinafter named aggregating Fifty Million Seven Hundred Eighty-Three Thousand 3 Seven Hundred dollars ($50,783,700) or so much thereof as may be necessary are hereby appropriated 4 from current revenues and other funds for the use by several departments of the Municipal Government 5 for the fiscal year beginning July 1, 2019 and ending June 30, 2020: 6 GENERAL FUND 7 CASH RECEIPT SUMMARY FOR 2019-2020 8 2019/20 2019/20 9 BUDGET REVISED 10 BEGINNING BALANCE $ 5,548,900 $ 5,720,000 11 RECEIPTS 12 FINES AND POLICE REVENUE 577,400 577,400 13 LIBRARY REVENUES 109,800 109,800 14 KENT COUNTY BOOK REIMBURSEMENT 275,000 275,000 15 BUSINESS LICENSES 1,470,000 1,470,000 16 PERMITS AND OTHER FEES 1,724,000 1,724,000 17 MISCELLANEOUS CHARGES 70,000 70,000 18 POLICE EXTRA DUTY 520,100 520,100 19 PROPERTY TAXES 14,596,700 14,596,700 20 RECREATION REVENUE 144,500 144,500 21 FRANCHISE FEE 645,000 645,000 22 SANITATION FEES 3,076,600 3,076,600 23 RENT REVENUE - GARRISON FARM 98,000 98,000 24 COURT OF CHANCERY FEES 1,475,000 1,475,000 25 INVESTMENT INCOME 120,000 120,000 26 RECEIPTS SUBTOTAL 24,902,100 24,902,100 27 INTERFUND SERVICE RECEIPTS 28 INTERFUND SERVICE RECEIPTS WATER 1,067,800 1,067,800 29 INTERFUND SERVICE RECEIPTS WASTEWATER 769,200 769,200 30 INTERFUND SERVICE RECEIPTS ELECTRIC 3,912,900 3,912,900 31 INTERFUND SERVICE RECEIPTS SUBTOTAL 5,749,900 5,749,900 32 GRANTS: 33 POLICE RELATED/EXTRA DUTY 145,000 145,000 34 POLICE PENSION GRANT 445,000 445,000 35 GREEN ENERGY GRANT 98,500 98,500 36 GRANTS SUBTOTAL 688,500 688,500 37 TRANSFERS FROM: 38 TRANSFER TAX 1,525,000 1,525,000 39 MUNICIPAL STREET AID 665,300 665,300 40 CIVIL TRAFFIC PENALTIES 532,900 532,900 41 WATER/WASTEWATER 1,000,000 1,000,000 42 ELECTRIC 10,000,000 10,000,000 43 TRANSFERS FROM SUBTOTAL 13,723,200 13,723,200 44 TOTAL REVENUES 45,063,700 45,063,700 45 TOTAL BEGINNING BALANCE & REVENUE $ 50,612,600 $ 50,783,700 1

46 2019-2020 BUDGET ORDINANCES 47 GENERAL FUND - EXPENDITURES AND BUDGET BALANCE FOR 2019-2020 47 2019/20 2019/20 48 DEPARTMENT EXPENSES BUDGET REVISED 49 CITY CLERK $ 432,600 $ 432,600 50 COUNCIL 157,700 157,700 51 TAX ASSESSOR 398,200 398,200 52 FIRE 763,700 763,700 53 GROUNDS MAINTENANCE 1,269,500 1,269,500 54 LIBRARY 1,779,800 1,839,800 55 RECREATION 1,156,600 1,156,600 56 LIFE SAFETY 381,500 381,500 57 CODE ENFORCEMENT 680,200 680,200 58 PLANNING 570,400 570,400 59 INSPECTIONS 644,700 644,700 60 POLICE 17,183,900 17,155,000 61 POLICE EXTRA DUTY 665,100 665,100 62 STREETS 810,600 810,600 63 STORMWATER 859,000 859,000 64 SANITATION 2,432,400 2,432,400 65 CITY MANAGER 1,007,900 1,007,900 66 INFORMATION TECHNOLOGY 747,000 747,000 67 FINANCE 935,800 935,800 68 PUBLIC WORKS - ADMINISTRATION 802,300 802,300 69 FACILITIES MANAGEMENT 655,700 655,700 70 PUBLIC WORKS - ENGINEERING 368,800 368,800 71 PROCUREMENT & INVENTORY 684,400 684,400 72 FLEET MAINTENANCE 1,051,200 1,051,200 73 CUSTOMER SERVICE 1,067,500 1,067,500 74 HUMAN RESOURCES 523,300 573,300 75 MAYOR 226,900 226,900 76 DEPARTMENT SUBTOTALS 38,256,700 38,337,800 77 OTHER EXPENSES 78 DEBT SERVICE 500,000 500,000 79 CONTRIBUTION TO DDP 150,000 150,000 80 INSURANCE 750,000 840,000 81 RETIREES HEALTH CARE 1,894,900 1,894,900 82 BANK & CREDIT CARD FEES 20,000 20,000 83 STREET LIGHTS 815,000 815,000 84 OTHER EXPENSE SUBTOTAL 4,129,900 4,219,900 85 TRANSFERS 86 TRANSFER TO CAPITAL FUND - PROJECTS 3,261,600 3,261,600 87 APPROP. TO THE POLICE PENSION FUND 519,600 519,600 88 APPROP. POLICE PENSION - STATE GRANT 445,000 445,000 89 TRANSFER TO ELECTRIC I & E FUND 250,000 250,000 90 TRANSFERS SUBTOTAL 4,476,200 4,476,200 91 TOTAL EXPENDITURES 46,862,800 47,033,900 92 CURRENT YEAR BALANCE 3,749,800 3,749,800 93 TOTALS $ 50,612,600 $ 50,783,700 94 The City Manager is hereby authorized, without further approval of the City Council, to make 95 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 96 department with the exception of any transfers prohibited by City Procedure #F306. 2

97 CITY OF DOVER ORDINANCE # 2020-01 98 GOVERNMENTAL CAPITAL PROJECTS FUND 99 REVENUES AND BUDGET FOR 2019-2020 100 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 101 The amount hereinafter named aggregating Eight Million One Hundred Forty-Five Thousand Four Hundred 102 dollars ($8,145,400) or so much thereof as may be necessary are hereby appropriated from current 103 revenues and other funds for the use by several departments of the Municipal Government for the fiscal year 104 beginning July 1, 2019 and ending June 30, 2020: 105 REVENUES 106 2019/20 2019/20 107 BUDGET REVISED 108 BEGINNING BALANCE - PROJECTS $ 304,300 $ 2,776,300 109 REVENUES 110 STATE GRANTS - Other 241,800 241,800 111 BUDGET BOND/BANK PROCEEDS 1,228,600 1,228,600 112 TRANSFER FROM GENERAL FUND 3,261,600 3,261,600 113 TRANSFER FROM PARKLAND RESERVE - 191,800 114 TRANSFER FROM CAPITAL ASSET RESERVE 172,000 445,300 115 SUBTOTAL PROJECT RECEIPTS 4,904,000 5,369,100 116 TOTAL FUNDING SOURCES 4,904,000 5,369,100 117 TOTAL BEGINNING BALANCE AND REVENUES $ 5,208,300 $ 8,145,400 118 EXPENSE SUMMARY 119 2019/20 2019/20 120 EXPENDITURES BUDGET REVISED 121 FIRE $ 281,100 $ 281,100 122 GROUNDS 128,400 153,400 123 RECREATION 476,000 1,073,600 124 LIFE SAFETY 48,900 48,900 125 CODE ENFORCEMENT 37,200 37,200 126 INSPECTIONS 18,600 18,600 127 POLICE 753,900 954,700 128 STREETS 1,266,500 3,289,400 129 STORMWATER 365,000 365,000 130 SANITATION 287,200 287,200 131 INFORMATION TECHNOLOGY 45,600 45,600 132 FACILITIES MANAGEMENT 784,000 874,800 133 PROCUREMENT & INVENTORY 390,000 390,000 134 FLEET MAINTENANCE 21,600 21,600 135 DEPARTMENT SUBTOTAL 4,904,000 7,841,100 136 TOTAL EXPENDITURES 4,904,000 7,841,100 137 BUDGET BALANCE 304,300 304,300 138 TOTAL BUDGET BALANCE & EXPENDITURES $ 5,208,300 $ 8,145,400 139 The City Manager is hereby authorized, without further approval of the City Council, to make 140 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 141 department with the exception of any transfers prohibited by City Procedure #F306. 3

142 CITY OF DOVER ORDINANCE # 2020-01 143 GOVERNMENTAL CAPITAL ASSET RESERVE 144 CASH RECEIPTS/REVENUES AND BUDGET FOR 2019-2020 145 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 146 The amount hereinafter named aggregating One Million Three Hundred Sixty-Three Thousand Four Hundred dollars 147 ($1,363,400) or so much thereof as may be necessary are hereby appropriated from current revenues 148 and other funds for the use by several departments of the Municipal Government for the fiscal year 149 beginning July 1, 2019 and ending June 30, 2020: 150 CASH RECEIPTS 151 2019/20 2019/20 152 BUDGET REVISED 153 BEGINNING BALANCE $ 1,075,300 $ 1,348,600 154 INTEREST EARNINGS 14,800 14,800 155 TOTALS $ 1,090,100 $ 1,363,400 156 EXPENSE SUMMARY 157 2019/20 2019/20 158 BUDGET REVISED 159 TRANSFER TO GOVERNMENTAL CAPITAL PROJECTS FUND $ 172,000 $ 445,300 160 CARRY FORWARD TO NEXT YEAR 918,100 918,100 161 TOTALS $ 1,090,100 $ 1,363,400 162 The City Manager is hereby authorized, without further approval of the City Council, to make 163 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 164 department with the exception of any transfers prohibited by City Procedure #F306. 4

165 CITY OF DOVER ORDINANCE # 2020-01 166 PARKLAND/RECREATION RESERVE 167 CASH RECEIPTS/REVENUES AND BUDGET FOR 2019-2020 168 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 169 The amount hereinafter named aggregating Two Hundred Forty-Six Thousand Three Hundred dollars ($246,300) 170 or so much thereof as may be necessary are hereby appropriated from current revenues and other funds 171 for the use other funds for the use by several departments of the Municipal Government for the 172 fiscal year beginning July 1, 2019 and ending June 30, 2020: 173 OPERATING REVENUES 174 2019/20 2019/20 175 BUDGET REVISED 176 BEGINNING BALANCE $ 54,000 $ 245,800 177 INTEREST EARNINGS 500 500 178 TOTALS $ 54,500 $ 246,300 179 OPERATING EXPENSES 180 2019/20 2019/20 181 BUDGET REVISED 182 TRANSFER TO GOVERNMENTAL CAPITAL PROJECTS FUND $ - $ 191,800 183 CURRENT YEAR BALANCE 54,500 54,500 184 TOTALS $ 54,500 $ 246,300 185 The City Manager is hereby authorized, without further approval of the City Council, to make 186 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 187 department with the exception of any transfers prohibited by City Procedure #F306. 5

188 CITY OF DOVER ORDINANCE # 2020-01 189 WATER IMPROVEMENT & EXTENSION FUND 190 CASH RECEIPTS/REVENUES AND BUDGET FOR 2019-2020 191 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 192 The amount hereinafter named aggregating Eight Million Seven Hundred Sixty-Two Thousand 193 dollars ($8,762,000) or so much thereof as may be necessary are hereby appropriated from 194 current revenues and other funds for the use by several departments of the Municipal Governmentr 195 for the fiscal year begining July 1, 2019 and ending June 30, 2020: 196 CASH RECEIPTS 197 2019/20 2019/20 198 BUDGET REVISED 199 BEGINNING BALANCE - WATER $ 4,366,100 $ 5,819,200 200 TOTAL BEGINNING BALANCES 4,366,100 5,819,200 201 REVENUES 202 STATE LOAN FUND - WATER - 1,401,900 203 TRANS FR OPERATING FUND - WATER 1,500,000 1,500,000 204 TRANSFER FR WATER IMPACT FEE 30,900 30,900 205 INTEREST INCOME 10,000 10,000 206 TOTAL REVENUES 1,540,900 2,942,800 207 TOTAL BEGINNING BALANCES & REVENUES $ 5,907,000 $ 8,762,000 208 EXPENSE SUMMARY 209 2019/20 2019/20 210 EXPENSES BUDGET REVISED 211 WATER $ 960,400 $ 1,143,500 212 WATER TREATMENT PLANT 559,700 3,231,600 213 TOTAL EXPENSES 1,520,100 4,375,100 214 BUDGET BALANCE - WATER 4,386,900 4,386,900 215 CURRENT YEAR BALANCE SUBTOTALS 4,386,900 4,386,900 216 TOTAL BUDGET BALANCES & EXPENSES $ 5,907,000 $ 8,762,000 217 The City Manager is hereby authorized, without further approval of the City Council, to make 218 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 219 department with the exception of any transfers prohibited by City Procedure #F306. 6

220 CITY OF DOVER ORDINANCE # 2020-01 221 WASTEWATER IMPROVEMENT & EXTENSION FUND 222 CASH RECEIPTS/REVENUES AND BUDGET FOR 2019-2020 223 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 224 The amount hereinafter named aggregating Three Million Nine Hundred Ten Thousand 225 dollars ($3,910,000) or so much thereof as may be necessary are hereby appropriated from 226 current revenues and other funds for the use by several departments of the Municipal Government for 227 the fiscal year begining July 1, 2019 and ending June 30, 2020: 228 CASH RECEIPTS 229 2019/20 2019/20 230 BUDGET REVISED 231 BEGINNING BALANCE - WASTEWATER $ 1,110,700 $ 1,030,400 232 REVENUES 233 STATE LOAN FUND - WASTEWATER 643,000 1,564,700 234 TRANS FR OPERATING FUND - WW 900,000 900,000 235 TRANSFER FR WASTEWATER IMPACT FEE 4,800 404,900 236 INTEREST INCOME 10,000 10,000 237 TOTAL REVENUES 1,557,800 2,879,600 238 TOTAL BEGINNING BALANCES & REVENUES $ 2,668,500 $ 3,910,000 239 EXPENSE SUMMARY 240 2019/20 2019/20 241 EXPENSES BUDGET REVISED 242 WASTEWATER $ 2,302,600 $ 3,544,100 243 TOTAL EXPENSES 2,302,600 3,544,100 244 BUDGET BALANCE - WASTEWATER 365,900 365,900 245 CURRENT YEAR BALANCE SUBTOTALS 365,900 365,900 246 TOTAL BUDGET BALANCES & EXPENSES $ 2,668,500 $ 3,910,000 247 The City Manager is hereby authorized, without further approval of the City Council, to make 248 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 249 department with the exception of any transfers prohibited by City Procedure #F306. 7

250 CITY OF DOVER ORDINANCE # 2020-01 251 WASTEWATER IMPACT FEE RESERVE 252 CASH RECEIPTS/REVENUES AND BUDGET FOR 2019-2020 253 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 254 The amount hereinafter named aggregating Four Million Four Hundred Nine Thousand Seven Hundred 255 dollars ($4,409,700) or so much thereof as may be necessary are hereby appropriated from current 256 revenues and other funds for the use by several departments of the Municipal Government for the fiscal 257 year beginning July 1, 2019 and ending June 30, 2020: 258 CASH RECEIPTS 259 2019/20 2019/20 260 BUDGET REVISED 261 BEGINNING BALANCE - WASTEWATER $ 3,979,400 $ 4,379,500 262 TOTAL BEGINNING BALANCES 3,979,400 4,379,500 263 RECEIPTS 264 INTEREST EARNINGS - WASTEWATER 30,200 30,200 265 TOTAL RECEIPTS 30,200 30,200 266 TOTALS $ 4,009,600 $ 4,409,700 267 EXPENSE SUMMARY 268 2019/20 2019/20 269 BUDGET REVISED 270 TRANSFER TO I & E FUND FROM WASTEWATER IMPACT FEES 4,800 404,900 271 CURRENT YEAR BALANCE - WASTEWATER 4,004,800 4,004,800 272 273 CURRENT YEAR BALANCE SUBTOTALS 4,004,800 4,004,800 274 TOTALS $ 4,009,600 $ 4,409,700 275 The City Manager is hereby authorized, without further approval of the City Council, to make 276 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 277 department with the exception of any transfers prohibited by City Procedure #F306. 8

278 CITY OF DOVER ORDINANCE # 2020-01 279 ELECTRIC REVENUE FUND 280 REVENUES AND BUDGET FOR 2019-2020 281 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 282 The amount hereinafter named aggregating Ninety-Nine Million Three Hundred Forty-Three Thousand One 283 Hundred dollars ($99,343,100) or so much thereof as may be necessary are hereby appropriated from 284 current revenues and other funds for the use by several departments of the Municipal Government for 285 the fiscal year beginning July 1, 2019 and ending June 30, 2020: 286 2019/20 2019/20 287 BUDGET REVISED 288 BEGINNING BALANCE $ 13,548,100 $ 17,248,100 289 DISTRIBUTION OF EARNINGS - PCA CREDIT (2,873,800) (2,873,800) 290 BEGINNING BALANCE - ADJUSTED 10,674,300 14,374,300 291 BASE REVENUE 292 DIRECT SALES TO CUSTOMER 82,686,400 82,686,400 293 UTILITY TAX 1,322,000 1,322,000 294 MISCELLANEOUS REVENUE 528,000 528,000 295 RENT REVENUE 110,000 110,000 296 GREEN ENERGY 127,400 127,400 297 INTEREST EARNINGS 195,000 195,000 298 TOTAL REVENUES 84,968,800 84,968,800 299 TOTAL BEGINNING BALANCE & REVENUES $ 95,643,100 $ 99,343,100 9

300 2019-2020 BUDGET ORDINANCES 301 ELECTRIC REVENUE FUND EXPENSES AND BUDGET BALANCE FOR 2018-2019 302 2019/20 2019/20 303 EXPENSES BUDGET REVISED 304 POWER SUPPLY $ 22,115,400 $ 22,115,400 305 SOLAR ENERGY 2,703,900 2,703,900 306 SOLAR RENEWAL ENERGY CREDITS 395,200 395,200 307 POWER SUPPLY MANAGEMENT 835,000 835,000 308 REC'S (Renewable Energy Credits) 411,000 411,000 309 RGGI (Regional Greenhouse Gas Init.) 67,500 67,500 310 PJM CHARGES - ENERGY 5,678,600 5,678,600 311 PJM CHARGES - TRANSMISSION & FEES 7,792,400 7,792,400 312 CAPACITY CHARGES 11,101,900 11,101,900 313 SUB-TOTAL POWER SUPPLY 51,100,900 51,100,900 314 PLANT OPERATIONS 5,530,700 5,530,700 315 GENERATIONS FUELS 956,300 956,300 316 PJM SPOT MARKET ENERGY (1,163,100) (1,163,100) 317 PJM CREDITS (516,900) (516,900) 318 CAPACITY CREDITS (8,422,000) (8,422,000) 319 GENERATION SUBTOTAL (3,615,000) (3,615,000) 320 POWER SUPPLY & GENERATION SUBTOTAL 47,485,900 47,485,900 321 DIRECT EXPENDITURES 322 TRANSMISSION/DISTRIBUTION 3,802,800 3,802,800 323 ELECTRICAL ENGINEERING 1,372,900 1,372,900 324 ADMINISTRATION 615,500 615,500 325 METER READING 401,900 401,900 326 SYSTEMS OPERATIONS 853,100 853,100 327 DIRECT EXPENDITURE SUBTOTALS 7,046,200 7,046,200 328 OTHER EXPENSES: 329 UTILITY TAX 1,322,000 1,322,000 330 ALLOW FOR UNCOLLECTIBLES 250,000 250,000 331 CONTRACTUAL SERVICES - RFP'S 200,000 200,000 332 LEGAL EXPENSES 100,000 100,000 333 RETIREES HEALTH CARE 721,400 721,400 334 GREEN ENERGY PAYMENT TO DEMEC 137,000 137,000 335 INTERFUND SERVICE FEES 3,912,900 3,912,900 336 INTEREST ON DEPOSITS 17,500 17,500 337 BANK & CREDIT CARD FEES 327,000 327,000 338 DEBT SERVICE 1,379,500 1,379,500 339 OTHER EXPENSES SUBTOTAL 8,367,300 8,367,300 340 TRANSFER TO: 341 IMPROVEMENT & EXTENSION 6,816,000 6,816,000 342 GENERAL FUND 10,000,000 10,000,000 343 TRANSFER TO DEPRECIATION RESERVE 5,000,000 5,000,000 344 RATE STABILIZATION RESERVE - 3,700,000 345 TRANSFER TO SUBTOTAL 21,816,000 25,516,000 346 TOTAL EXPENSES 84,715,400 88,415,400 347 BUDGET BALANCE - WORKING CAPITAL 10,927,700 10,927,700 348 TOTALS $ 95,643,100 $ 99,343,100 349 The City Manager is hereby authorized, without further approval of the City Council, to make 350 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 351 department with the exception of any transfers prohibited by City Procedure #F306. 10

352 CITY OF DOVER ORDINANCE # 2020-01 353 ELECTRIC UTILITY IMPROVEMENT AND EXTENSION FUND 354 CASH RECEIPTS/REVENUES AND BUDGET FOR 2019-2020 355 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 356 The amount hereinafter named aggregating Twenty Million Six Hundred Fifty Thousand Seven Hundred dollars 357 ($20,650,700) or so much thereof as may be necessary are hereby appropriated from current revenues 358 and other funds for the use by several departments of the Municipal Government for the fiscal year 359 beginning July 1, 2019 and ending June 30, 2020: 360 REVENUES 361 2019/20 2019/20 362 BUDGET REVISED 363 BEGINNING BALANCE $ 12,120,900 $ 12,736,700 364 REVENUES 365 TRANSFER FROM ELECTRIC 6,816,000 6,816,000 366 TRANSFER FROM WATER/WASTEWATER 298,000 298,000 367 TRANSFER FROM GENERAL FUND 250,000 250,000 368 GENERAL SERVICE BILLING 400,000 400,000 369 INTEREST EARNINGS 150,000 150,000 370 TOTAL REVENUES 7,914,000 7,914,000 371 TOTALS $ 20,034,900 $ 20,650,700 372 EXPENSE SUMMARY 373 2019/20 2019/20 374 EXPENSES BUDGET REVISED 375 ELECTRIC ADMINISTRATION $ 1,643,200 $ 1,643,200 376 ELECTRIC GENERATION 115,000 376,000 377 TRANSMISSION AND DISTRIBUTION 1,255,000 1,255,000 378 ELECTRICAL ENGINEERING 3,293,000 3,293,000 379 METER READING 21,800 21,800 380 ERP SYSTEM 488,000 842,800 381 TOTAL EXPENSES 6,816,000 7,431,800 382 BUDGET BALANCE 13,218,900 13,218,900 383 TOTAL BUDGET BALANCE & EXPENSES $ 20,034,900 $ 20,650,700 384 The City Manager is hereby authorized, without further approval of the City Council, to make 385 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 386 department with the exception of any transfers prohibited by City Procedure #F306. 11

387 CITY OF DOVER ORDINANCE # 2020-01 388 ELECTRIC UTILITY RATE STABLIZATION RESERVE 389 SOURCES AND USE OF FUNDS FOR 2019-2020 390 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 391 The amount hereinafter named aggregating Twenty Million Two Hundred Forty-One Thousand 392 dollars ($20,241,000) or so much thereof as may be necessary are hereby appropriated from 393 current revenues and other funds for the use by several departments of the Municipal Government 394 for the fiscal year beginning July 1, 2019 and ending June 30, 2020: 395 CASH RECEIPTS 396 2019/20 2019/20 397 BUDGET REVISED 398 BEGINNING BALANCE $ 16,280,500 $ 19,980,500 399 INTEREST EARNINGS 260,500 260,500 400 TOTALS $ 16,541,000 $ 20,241,000 401 BUDGET SUMMARY 402 2019/20 2019/20 403 BUDGET REVISED 404 TRANSFER TO ELECTRIC FUND $ - $ 3,700,000 405 CURRENT YEAR BALANCE 16,541,000 16,541,000 406 TOTALS $ 16,541,000 $ 20,241,000 407 The City Manager is hereby authorized, without further approval of the City Council, to make 408 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 409 department with the exception of any transfers prohibited by City Procedure #F306. 12

410 CITY OF DOVER ORDINANCE # 2020-01 411 COMMUNITY TRANSPORTATION IMPROVEMENT FUND 412 CASH RECEIPTS/REVENUES AND BUDGET FOR 2018-2019 413 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 414 The amount hereinafter named aggregating Eight Hundred Thirty-Four Thousand dollars 415 ($834,000) or so much thereof as may be necessary are hereby appropriated from current revenues 416 and other funds for the use by several departments of the Municipal Government for the fiscal year 417 beginning July 1, 2019 and ending June 30, 2020: 418 OPERATING REVENUES 419 2019/20 2019/20 420 BUDGET REVISED 421 PRIOR YEAR BALANCE $ 70,900 $ 334,000 422 GRANTS REVENUE 500,000 500,000 423 TOTALS $ 570,900 $ 834,000 424 OPERATING EXPENSES 425 2019/20 2019/20 426 BUDGET REVISED 427 PROGRAM EXP. GRANT RELATED $ 500,000 $ 763,100 428 429 CURRENT YEAR BALANCE 70,900 70,900 430 TOTALS $ 570,900 $ 834,000 431 The City Manager is hereby authorized, without further approval of the City Council, to make 432 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 433 department with the exception of any transfers prohibited by City Procedure #F306. 13

COMMITTEE ACTION FORM PROCEEDING: Council Committee of the Whole (LF&A) DEPARTMENT OF ORIGIN: City Manager’s Office DATE SUBMITTED: January 2, 2020 PREPARED BY: Matt Harline, Assistant City Manager SUBJECT: Dover Library – Kent County Reciprocal Borrowing Funds REFERENCE: N/A RELATED PROJECT: N/A REVIEWED BY: Donna Mitchell, City Manager EXHIBITS: A – Letter from Susan Durham, Kent County Director of Finance dated November 20, 2019 EXPENDITURE REQUIRED: $125,000 AMOUNT BUDGETED: $0.00 FUNDING SOURCE (Dept./Page in CIP & Budget): Kent County Residual Library Tax Allocation TIME TIMETABLE: Completion by end of FY 2019-20 RECOMMENDED ACTION: Authorize the City Manager or her designee to send a letter detailing the proposed uses for the $125,000 allocation. BACKGROUND AND ANALYSIS The Dover Public Library received $125,000 from Kent County from the residual amount of funds leftover in the Reciprocal Borrowing Fund. This is the City’s share of three years of accumulated funds. The vast majority of these funds are distributed annually based on the actual usage of city libraries by County residents in unincorporated parts of Kent County. These funds (as the letter indicates) are to be used for capital projects only. Funds for the exterior cameras were originally budgeted in the Police Budget with the assumption that grant funds might become available. With this library funding becoming available, any grant funds received by the police could be used for other needs. Staff is requesting authorization now so that we can move forward with the security cameras as quickly as possible. The other projects will require additional review but are identified needs. The Library has not previously developed a true CIP list. Before retiring, Margie Cyr compiled the following list of projects, which staff has prioritized. Priorities Project Cost Determined by: Vendor Status 1 Exterior Cameras $ 25,000.00 Proposal Cost Advantech In FY 2019-20 Budget 2 Additional Access Control Panels for 15 Doors $ 33,195.00 Estimated Cost Advantech Meeting scheduled 7-Jan Upgrade AV System in Kids, Theater, Lobby, Small 3 Business Ctr $ 56,865.50 Staff estimate Bel In development 4 Consider additional camera(s) for Children's Dept Unknown Advantech Meeting scheduled 7-Jan 5 Consider projectors x 3 $ 12,500.00 Staff estimate In development Mike Hamlett preparing 6 Painting Touch Ups for Interior of Library Unknown quote; Site visit 12/10/19 7 Window cleaning of the Library Unknown requested cost estimate $ 127,560.50 City Staff recommends that the Council authorize the City Manager to send a letter to Susan Durham, Kent County Director of Finance with the proposed schedule listed above.

1.(ent County (J)epartment of Pinance Susan Durham - Director of Finance Kent County Administrative Complex Mary Karol - Assistant Director 555 Bay Road Dover, DE 19901 (302) 744-2386 Fax: (302) 736-2270 November 20, 2019 City Of Dover Library 35 Loockerman Plaza Dover, DE 19901-7327 RE: Dover Public Library Residual Tax Allocation Dear Ms. Cyr: On November 12, 2019, the Kent County Levy Court approved the distribution of residual library tax in equal allocations of $125,000 to each of the four municipal libraries - Dover, Smyrna, Harrington, and Milford - and to the Kent County Public Library for the purpose of capital improvements or capital type expenditures. The Department of Finance was directed to create a letter to each of the Municipal Libraries requesting the following information: • As stated above Kent County Levy Court approved the funds to be used only for capital improvements or capital type expenditures related to the Library. • Each Library is asked to send a letter to the Finance Director stating how they intend to use the funds. If you have any questions, please contact me at (302) 744-2386. Respectfully yours, ~~ Susan Durham Director of Finance