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One Cent Rate Increase Rollback 1st cent} 2nd Cent! 3rdCent| 4thCent] 5thCent| 6thcent| 7th cent From the Base Tax Rate 0.0310 0.0032 0.0033 0.0034) 0.0035, 0.00370} 0.00380 214,000} 214,000] 214,000] 214,000; 214,000; 214,000 Street and Alley Program reductions 100,000) 40,750 59,250) Library Part-time staffing increase 16,671 16,671 City Manager - Garrison Tract 4,675 4,675) City Manager - Space Needs Study 4,675 4,675 Actuarial Study 3,740) 3,740) IT NaviLine 54,942) 54,942 Playground Equipment 50,000 50,000) PW Eng - NPDES, Hepatitis B 16,931 16,931 Planning & Inspections Vehicles 16,000) 16,000 City Manager - Connectivity 5,610 5,610 Planning - inspector 44,904 44,904 Police - Access Control System 77,340 77,340) Transfer to Post Retirement Reserve 150,000 32,500 64,000 36,000} Reduced transfer from Water/Wastewater 398,016 163,000} 214,000 Grounds - Park Maintenance 51,017 51,017; Police Quality of Life Task Force/Promotion 140,685|Wait To See what Redlight Does Pianning - Planner 44,869; Transfer to Capital Asset Reserve 150,000 150,000} Reduced transfer from Electric for Street lights 178,022 178,000 Police - Building Security 59,939} Wait for Grant from Homeland Security Good chance Assessor Scanning 10,000|Not sure cannot do within program\re-org of tax office Stagemobile 45,000|Wait one year | Transfer to Parkland Reserve 100,000} Wait to see how state grant goes, also some income from land sales 1,723,036 io} S007 ‘61 CNV ‘81 ‘21 ‘TTAVA SA.LONIN TIONNOD TvIDddS 1# LIQtH xa

One Cent Rate Increase From the Base Tax Rate Street and Alley Program reductions Library Part-time staffing increase City Manager - Garrison Tract City Manager - Space Needs Study Actuarial Study IT NaviLine Playground Equipment PW Eng - NPDES, Hepatitis B Planning & Inspections Vehicles City Manager - Connectivity Planning - Inspector Police - Access Control System Transfer to Post Retirement Reserve Reduced transfer from Water/Wastewater Grounds - Park Maintenance Police Quality of Life Task Force/Promotion Planning - Planner Transfer to Capital Asset Reserve Reduced transfer from Electric for Street lights Police ~ Building Security Assessor Scanning Stagemobile Transfer to Parkland Reserve UPDATED MAY 19, 2005 Rollback 0.0310 TRANSFER TAX ADJUSTMENT 59,939] Wait for Grant from Homeland Security Good chance 10,000]Not sure cannot do within program\re-org of tax office 45,000|Wait one year | | | 100,000|Wait to see how state grant goes, also some income from land sales 1,723,036 ie] 10,946 -10,946 178,000 SELLANIW TIONNOS TVIDadS S007 ‘GT GNV ‘81 ‘ZI ‘TIAVIN c# LIQIHXH

City of Dover Pay-for-Performance WHAT IS PAY FOR PERFORMANCE (P.F.P.)? Pay-for-Performance is a system for awarding pay increases to non-bargaining employees based on: Employee performance in reaching goals and objectives and their performance in Core Competencies Employee’s position in the Pay Plan (Example: below market, at market, above market) e Salary increases based on market studies SALONIA TIINNOD TvIDadS $002 ‘61 GNV ‘81 ‘ZI ‘ITAVIN ¢# TIGTHXA

Pay-for-Performance (continued) Human Resources Director Recommendation e Analysis of the Market Survey recommends: ¢ 3.5 percent Average Market increase for Fiscal Year 2006 (Here’s why...)

Pay-for-Performance (continued) Market Analysis for Projected Increases [discal Year 2008 | Fiscal Year 2008 City of Dover, Non-Bargaining 4.5 percent increase 3.5 percent increase (proposed) Kent County 4.0 percent increase 4.0 percent increase City of Newark 3.5 percent increase 3.5 percent increase Ocean City, MD 2.5-6.5 percent (2.5 3.0 percent Midpoint percent COLA + up to Adjustment 4.0 percent increase Step) 3.0 percent increase 3.0 percent increase 3.0 percent increase 2.5 percent increase

Pay-for-Performance (continued) Market Analysis Also Proposes Increase in Labor Grade Ranges by 3.5 percent e Note: e This is not added on top of the P.F.P. increase e It establishes the job ranges for new employment e It determines whether current employees are ranked below market, at market, or above market

Pay-for-Performance (continued) The 3.5 percent market increase is applied to the employee “At Market” who scored “Good.” OVERALL SCORE ADJUSTMENT Unsatisfactory Needs Improvement Employee | Employee | Employee Employee Below Above Above Market Maximum 35 6.50% (8) | 3.50% (716) | 3.00% (12) | 2.50% (0) 45 | 7.00% (76) | 4.00% (16) | 3.50% (9) | 3.00% (1) 7.50% (1) | 4.50% (0) | 4.00% (0) | 3.50% (0) Note: Currently there are 25 non-bargaining employees below market, 32 in the market range, and 21 in the above market range. Only one non-bargaining employee is above maximum. P.F.P Salary Calculation Worksheet — Adopted by City Council on