Anexo

LEGISLATIVE, FINANCE, AND ADMINISTRATION COMMITTEE AGENDA APRIL 23, 2012 - 5:45 P.M. CITY HALL COUNCIL CHAMBERS 15 LOOCKERMAN PLAZA DOVER, DELAWARE Public comments are welcomed on any item and will be permitted at appropriate times. When possible, please notify the City Clerk (736-7008 or e-mail at CityClerk@dover.de.us) should you wish to be recognized. AGENDA ADDITIONS/DELETIONS 1. Filling of Critical Positions A. Mailroom Clerk - Central Services B. Motor Equipment Operator (MEO) I - Water (Downgrade from Water Serviceperson) and Motor Equipment Operator (MEO) II - Wastewater (Downgrade from Heavy Equipment Operator (HEO) II) C. Motor Equipment Operator (MEO) II - Sanitation D. Utility Maintenance Mechanic (UMM) I - Wastewater E. Water Plant Operator I - Water Treatment Plant 2. Minority Recruitment Committee Recommendations (Referred to Staff by Committee on January 23, 2012 for a Report Back to the Committee Within 60 Days) 3. Assignment of Emergency Management Coordinator Responsibilities (Deferred by Committee on April 9, 2012) 4. Presentation - Comprehensive Annual Financial Report (CAFR) - Fiscal Year Ended June 30, 2011 5. FY 2013 Five-Year Capital Investment Plan (CIP) 6. Proposed Land Lease Agreement - Boys and Girls Club 7. Authorization to Proceed with Reading Garden - Library 8. Public Comment Period 9. Adjournment by 7:00 P.M. /tm S:\AGENDAS & MINUTES\Committee-Agendas\2012\04-23-2012 LF&A.wpd THE AGENDA ITEMS AS LISTED MAY NOT BE CONSIDERED IN SEQUENCE. THIS AGENDA IS SUBJECT TO CHANGE TO INCLUDE THE ADDITION OR THE DELETION OF ITEMS, INCLUDING EXECUTIVE SESSIONS.

Hiring Justification Outline 1. Explain the principal function of this job. Process and deliver mail and fill supply requisitions for administrative supplies. Responsible for U.S. and City mail. Processes outgoing U.S. mail including weighing, applying postage, and preparing necessary forms. Processes incoming and interdepartmental mail. Collects and records data for reports and briefings. Performs duties as back-up Storekeeper/Buyer. Performs on-call duties. 2. Explain why this position is critical and cannot go unfilled or postponed. This is a full time position essential to the City of Dover’s ability to send billing notices, tax notices, and various business licensing forms to the businesses and citizens on the city. This position also performs as the internal transporter of correspondence and administrative supplies to all city departments. If this position were to remain vacant, the Storekeepers and Procurement Manager would continue to perform the mail duties at a reduced level of support. If the Mail Clerk job continues to be shared, the individual functions of the warehouse and procurement will continue to erode. Another retirement of the warehouse staff will occur in this Division in May 2012, which is not planned to be filled at this time. The Central Mail Clerk’s position is of more priority. 3. How would City services diminish if this position were not filled or postponed at this time? If the position were not filled see above. If the position were postponed, the warehouse staff would rotate the duty between partially trained individuals. The warehouse is currently at 50% manning. This has degraded the ability of the warehouse to provide adequate customer support and perform their required logistical accounting duties. The warehouse has had to close to issue items from other than the main building because of the lack of sufficient manpower to remain open in more than one geographical location. Currently when one person is on vacation and one is sick, there will be no mailroom support. The staff has shared the responsibility of this position along with performing their warehouse functions and as a result this has affected the timely processing of materials for stock and special projects. Warehouse resupply of critical Electric and Water/Wastewater stock has been reduced to once a week. 4. Are there other employees whose ability to perform would be diminished by not filling or postponing this position? In addition to the warehouse and purchasing staff, all city departments could have their ability to perform their duties degraded. Distribution of office supplies and the flow of interoffice information would be hindered. We are currently limited to one delivery to the Post Office per day. This has delayed critical mailings by 24 to 72 hours, depending on the day of the week. 5. Is there a person that can be promoted into this position and whose position is less critical at this time and can go unfilled permanently or temporarily? The FY13 budget is reduced by higher grade staff position due to a retirement. The position will be posted for in-house recruitment. 6. Can one or more existing employees absorb the duties of this position? No. The ultimate effect would be a degradation of the service being provided by the current Mail Clerk and a corresponding loss of service by the office providing the temporary position. 7. Could a temporary person be hired to fill this position for 60 days? No. The individual hired must be trained on the operation of the Pitney Bows postage machine, inserter, and the Pitney Bows mailer. Rev. 4/10/12

City of Dover Wage and Benefit Information for Employee Hiring and Transfers Department/Division Originating Request Finance Department ‐ Central Services Division Date 4/10/2012 (Form has been developed to handle multiple departments/multiple funds to cover allocated departments and funding sources) # Mos. To Date Lump Sum Current Separation Wages Benefits Annual Wages & % Year Benefits To Date Benefits Wages & Paid To Date Current Fiscal Current Positions Grade/Step Date * Budgeted Budgeted Benefits Wages Paid Paid Wages Paid Paid Benefits Paid (I, J, K) Year Balance Remarks Position(s) Central Mail Clerk 13/3 10/21/11 28,944.40 8,928.78 37,873.18 30.6% 4 8,857.30 2,976.26 626.20 12,459.76 25,413.42 Totals $37,873.18 12,459.76 25,413.42 % Year # Mos. Estimated Replacement/ Proposed Projected Estimated Estimated Estimated Total Wages Benefits Amount Transfer Position Grade/Step Hire Date Wages Benefits Compensation Needed Needed Wages Benefits Needed Remarks Position(s) Central Mail Clerk 13/1 7/1/12 27,435.20 14,567.00 42,002.20 0.0% 0 ‐ ‐ ‐ Totals $42,002.20 ‐ Balance ($4,129.02) $25,413.42 Increase/ Description of funding Department Summary (Decrease) Funding Source: (See below Fund Budget) source General Ledger Account Police ‐ Civilian ‐ General Fund ($2,617.58) N/A N/A Central Services ‐ Warehouse (25,413.42) Water/Wastewater Fund (2,109.31) N/A N/A Human Resources 0.00 Electric Fund (20,686.52) N/A N/A Total ($25,413.42) Grant Fund 0.00 N/A N/A Total ($25,413.42) Department/Division Department/Division Department/Division Fund Budget ‐ Increase/(Decrease) Police/Civilian Cent Ser/Warehouse Human Resources Increase/ Increase/ Allocation Increase/ Increase/ Fund (Decrease) Allocation % (Decrease) % (Decrease) Allocation % (Decrease) General Fund ($2,617.58) 100.0% $0.00 10.3% (2,617.58) 76.5% ‐ Allocated Department Water/Wastewater Fund (2,109.31) 0.0% $0.00 8.3% (2,109.31) 9.0% ‐ percentages can be found Electric Fund (20,686.52) 0.0% $0.00 81.4% (20,686.52) 14.5% ‐ in Budget Document, Grant Fund 0.00 0.0% $0.00 0.0% ‐ 0.0% ‐ obtained from Finance or Total ($25,413.42) Total $0.00 Total ($25,413.42) Total $0.00 the City Manager's Office This form is to be completed when requesting to fill vacant positions or to transfer staff between divisions or operating funds. The purpose of which is to determine how changes in personnel will affect the budget for each operating fund. If the changes increase operating expenses then the funding source to cover the increase is to be included.

A B C D E F G H I J K L M N 1 City of Dover 2 Wage and Benefit Information for Employee Hiring and Transfers 3 4 Department/Division Originating Request Department of Public Works - Water / Wastewater Management 5 Date 4/23/2012 6 # Mos. To Date Lump Sum Paid To FY 2012 Current Separation Wages Benefits Annual Wages & % Year Benefits To Date Benefits Wages & Date Current Fiscal 7 Current Positions Grade/Step Date * Budgeted Budgeted Benefits Wages Paid Paid Wages Paid Paid Benefits Paid (I, J, K) Year Balance Remarks 8 Position(s) Water Service 14/4 2/3/12 31,390.00 21,603.63 52,993.63 59.3% 8 21,068.74 11,250.00 - 32,318.74 20,674.89 9 Person Heavy Equip. Op. II 19/13 10/4/11 51,183.43 22,324.15 73,507.58 26.0% 3 14,119.68 4,172.60 - 18,292.28 55,215.30 10 11 - - - 0.0% 0 - - - - - 12 - - - 0.0% 0 - - - - - 13 Totals $126,501.21 50,611.02 $75,890.19 14 FY 2013 % Year # Mos. Estimated Replacement/ Proposed Projected Estimated Estimated Estimated Total Wages Benefits Amount 15 Transfer Position Grade/Step Hire Date Wages Benefits Compensation Needed Needed Wages Benefits Needed Remarks 16 Position(s) 17 MEO I 11/1 7/1/12 27,523.00 16,409.00 43,932.00 100.0% 12 - - 43,932.00 18 MEO II 13/1 7/1/12 31,117.00 17,040.00 48,157.00 100.0% 12 - - 48,157.00 19 - - - 0.0% 0 - - - 20 - - - 0.0% 0 - - - 21 Totals $92,089.00 $92,089.00 22 23 Increase / (Decrease) ($34,412.21) 24 Increase/ Description of funding 25 Department Summary (Decrease) Funding Source: (See below Fund Budget) source General Ledger Account 26 Public Works (34,412.21) General Fund $0.00 N/A N/A 27 0.00 Water/Wastewater Fund (34,412.21) Net savings to budget 412-6800-568.xxxx 28 0.00 Electric Fund 0.00 N/A N/A 29 Total ($34,412.21) Grant Fund 0.00 N/A N/A 30 Total ($34,412.21) 31 32 Department/Division Department/Division Department/Division 33 Fund Budget - Increase/(Decrease) Public Works/W/WW Man. Increase/ Increase/ Allocation Increase/ Increase/ 34 Fund (Decrease) Allocation % (Decrease) % (Decrease) Allocation % (Decrease) 35 General Fund $0.00 0.0% $0.00 0.0% - 0.0% - 36 Water/Wastewater Fund (34,412.21) 100.0% ($34,412.21) 0.0% - 0.0% - 37 Electric Fund 0.00 0.0% $0.00 0.0% - 0.0% - 38 Grant Fund 0.00 0.0% $0.00 0.0% - 0.0% - 39 Total ($34,412.21) Total ($34,412.21) Total $0.00 Total $0.00 40

Hiring Justification Outline Department of Public Works – Motor Equipment Operator I and II 1. Explain the principal function of this job. - Operate and Maintain, Repair and/or Replace approximately 195 miles of water main ranging in size from one and one-half inches (1-1/2”) to sixteen-inches (16”). Key Operational and Maintenance activities include Water System Flushing and Fire Hydrant Flow Testing. - Operate and Maintain, Repair and/or Replace over 1,600 fire hydrants and 1,800 division valves. - Operate and Maintain, Repair and/or Replace over 185 miles of gravity sewer main and force main ranging in size from four-inches (4”) to thirty-six inches (36”). Key Operational and Maintenance activities include Sewer Main Cleaning and Sewer Main Video Inspections. - Operate and Maintain, Repair and/or Replace approximately 14,000 water service lines, sanitary sewer laterals and water meters. - Respond and Resolve Customer Complaints such as sewer backups and water leaks. 2. Explain why this position is critical and cannot go unfilled or postponed. The Water / Wastewater Management Division within the Department of Public Works has developed four (4) vacancies over the past two (2) years during the hiring freeze period. During this time, critical operations, such as responding to emergencies, for the water and wastewater systems take priority. Unfortunately in cases such as this, when man hours are limited, it is typically preventative maintenance that suffers and gets postponed or delayed. A primary and critical example of this is the cleaning of the sewer system. It is always a goal to clean the gravity lines between six and eighteen inches (6” – 18”) twice a year. (Although some trouble areas are cleaned monthly, every six (6) months has been found useful to clear roots, remove grease, and remove debris from lines at minimum slope due to local topography.) This has often been a challenge with long-term equipment breakdowns, the overlapping flushing schedule, leave schedules, and varying time frames of freezing temperatures. The difficulty in reaching this goal has now been intensified with staffing shortages even though sewer cleaning is an established priority for remaining staff. The reason this is a priority can be seen below. (Please note that the pictures below are only samples and these concerns can be seen throughout the system.)

Hiring Justification Outline Department of Public Works – Motor Equipment Operator I and II April 23, 2012 Page 2 of 5 Figure 1: Mushrooms growing inside sanitary sewer main, Gunning Bedford Drive, proving that soil is infiltrating the main Figure 2: Grease build up and roots in Nathaniel Mitchell Road, all but eliminating the sewer diameter Figure 3: Tree roots provide a wall that will accumulate debris in Nathaniel Mitchell Road

Hiring Justification Outline Department of Public Works – Motor Equipment Operator I and II April 23, 2012 Page 3 of 5 Figure 4: Grease and root problems in Nathaniel Mitchell Road Figure 5: Root Ball blocking the sanitary sewer main in E. Loockerman Street Alley Figure 6: Large root ball eliminating 25% of the sanitary sewer capacity, in E. Loockerman Street Alley

Hiring Justification Outline Department of Public Works – Motor Equipment Operator I and II April 23, 2012 Page 4 of 5 Figure 7: Multiple grease deposits on sewer main, restricting possible flow, in S. Bradford Street During this time period, the Department has also starting utilizing a new sanitary sewer video inspection truck. Through the utilization of this new truck, staff has developed a preferred sewer cleaning method which involves the running the camera truck in conjunction with the two (2) jet trucks. This will ensure that the crew is able to confirm that the cleaning operation is performed thoroughly. It is difficult at best to confirm that the jetting operation is properly addressing debris within the main or whether a grease nozzle or root cutter is required. The video will allow the selection of the appropriate tools and avoid damage to the main. To perform this however, three (3), two (2) man crews must be utilized which we will only have adequate staffing for in conjunction with this staffing request. Without these positions we will not be able to meet the quantity and quality of jetting necessary. As the system ages it is critical to insure that the investment is made in the preventative maintenance of our infrastructure components. It is only through preventative maintenance that our infrastructure will last until we are financially able to replace it and that complaints and claims are kept to a minimum. In order to help achieve this goal, it is proposed to downgrade the vacant Heavy Equipment Operator II position and Water Service Person position with a Motor Equipment Operator II position with a Motor Equipment Operator II position and Motor Equipment Operator I position, respectively, in order to better utilize staff. 3. How would City services diminish if this position were not filled or postponed at this time? The Water / Wastewater Management Division’s ability to perform preventative maintenance on our infrastructure will continue to decrease. Although the effects may not become evident immediately due to the size of the systems, emergency repairs, complaints, and claims will increase over time. 4. Are there other employees whose ability to perform would be diminished by not filling or postponing this position? Yes. As noted above, work is currently being managed by adjusting employee’s duties within the division by addressing what is most important on a day to day basis. This often leaves

Hiring Justification Outline Department of Public Works – Motor Equipment Operator I and II April 23, 2012 Page 5 of 5 preventative maintenance activities that are postponed or delayed. This also limits employees from performing to the full capacity for which they were hired 5. Is there a person that can be promoted into this position and whose position is less critical at this time and can go unfilled permanently or temporarily? Not within the Department. 6. Can one or more existing employees absorb the duties of this position? No. Duties have already been modified to the maximum extent possible to accommodate the current hiring freeze and additional duties cannot be absorbed. As noted above, it is not recommended to continue at the current levels due to the potential consequences to operational level of the water and wastewater systems. 7. Could a temporary person be hired to fill this position for 60 days? This position cannot be filled by a traditional “temporary” person. Temporary staff are unable to drive City vehicles, are not able to operate critical equipment such as jet truck or camera truck, and do not have knowledge of the water and wastewater systems. The positions that are part of this hiring request, which will perform the duties listed in Item #1, are not general labor positions. 8. Grade/Salary Information The Motor Equipment Operator I position is a Pay Grade 11 in the IUE Wage Scale. Starting hourly rate at Step 1 is $12.15 / hour. The Motor Equipment Operator II position is a Pay Grade 13 in the IUE Wage Scale. Starting hourly rate at Step 1 is $13.19 / hour. Rev. 3/01/10

A B C D E F G H I J K L M N 1 City of Dover 2 Wage and Benefit Information for Employee Hiring and Transfers 3 4 Department/Division Originating Request Department of Public Works - Sanitation 5 Date 4/23/2012 6 # Mos. To Date Lump Sum Paid To FY 2012 Current Separation Wages Benefits Annual Wages & % Year Benefits To Date Benefits Wages & Date Current Fiscal 7 Current Positions Grade/Step Date * Budgeted Budgeted Benefits Wages Paid Paid Wages Paid Paid Benefits Paid (I, J, K) Year Balance Remarks 8 Position(s) 9 MEO II 13/5 9/12/11 31,118.85 15,211.59 46,330.44 19.9% 3 6,779.32 2,334.46 - 9,113.78 37,216.66 10 - - - 0.0% 0 - - - - - 11 - - - 0.0% 0 - - - - - 12 - - - 0.0% 0 - - - - - 13 Totals $46,330.44 9,113.78 $37,216.66 14 FY 2013 % Year # Mos. Estimated Replacement/ Proposed Projected Estimated Estimated Estimated Total Wages Benefits Amount 15 Transfer Position Grade/Step Hire Date Wages Benefits Compensation Needed Needed Wages Benefits Needed Remarks 16 Position(s) 17 MEO II 13/1 7/1/12 28,422.00 17,182.00 45,604.00 100.0% 12 - - 45,604.00 18 - - - 0.0% 0 - - - 19 - - - 0.0% 0 - - - 20 - - - 0.0% 0 - - - 21 Totals $45,604.00 $45,604.00 22 23 Increase / (Decrease) ($726.44) 24 Increase/ Description of funding 25 Department Summary (Decrease) Funding Source: (See below Fund Budget) source General Ledger Account 26 Public Works (726.44) General Fund ($726.44) Net savings to budget 110-1800-555.xxxx 27 0.00 Water/Wastewater Fund 0.00 N/A N/A 28 0.00 Electric Fund 0.00 N/A N/A 29 Total ($726.44) Grant Fund 0.00 N/A N/A 30 Total ($726.44) 31 32 Department/Division Department/Division Department/Division 33 Fund Budget - Increase/(Decrease) Public Works/Sanitation Increase/ Increase/ Allocation Increase/ Increase/ 34 Fund (Decrease) Allocation % (Decrease) % (Decrease) Allocation % (Decrease) 35 General Fund ($726.44) 100.0% ($726.44) 0.0% - 0.0% - 36 Water/Wastewater Fund 0.00 0.0% $0.00 0.0% - 0.0% - 37 Electric Fund 0.00 0.0% $0.00 0.0% - 0.0% - 38 Grant Fund 0.00 0.0% $0.00 0.0% - 0.0% - 39 Total ($726.44) Total ($726.44) Total $0.00 Total $0.00 40

Hiring Justification Outline Department of Public Works – Motor Equip. Operator I - Sanitation 1. Explain the principal function of this job. - Collection and transportation of municipal solid waste, hand trash, bulk household trash, yard waste, and bulk yard waste for approximately 11,000 accounts. - Assist in the disposal of approximately 13,000 tons of domestic trash and approximately 2,400 tons of yard waste per year. - Operation of rear loading, bulk and automated trash trucks as needed. - Delivery, pick up, and repair of City of Dover furnished containers. 2. Explain why this position is critical and cannot go unfilled or postponed. Refuse collection is an important service provided to the residents of Dover. In order to continue to provide this quality service requires trained and diverse employees. 3. How would City services diminish if this position were not filled or postponed at this time? We would not have enough manpower to maintain the current level of staff necessary to handle picking up of bulk trash and yard waste. 4. Are there other employees whose ability to perform would be diminished by not filling or postponing this position? Diminished ability to collect trash will lead to degradation in our sanitation services in general. 5. Is there a person that can be promoted into this position and whose position is less critical at this time and can go unfilled permanently or temporarily? Not within the Department. 6. Can one or more existing employees absorb the duties of this position? No. The other employees in this Division already have assigned duties consistent with Item #1. This Division has also been utilizing staff from the Streets Division to fulfill the tasks of the Sanitation Division. It is critical that the work of the Streets Division be completed as required as well. 7. Could a temporary person be hired to fill this position for 60 days? This position cannot be filled by a traditional “temporary” person. Temporary staff are unable to drive City vehicles, are not able to operate specialized equipment, and do not have knowledge of the daily routes. The position that is part of this hiring request, which will perform the duties listed in Item #1, is not a general labor position. 8. Grade/Salary Information

Hiring Justification Outline Department of Public Works – Motor Equipment Operator I - Sanitation April 23, 2012 Page 2 The Motor Equipment Operator II position is a Pay Grade 13 in the IUE Wage Scale. Starting hourly rate at Step 1 is $13.19 / hour. Rev. 3/01/10

A B C D E F G H I J K L M N 1 City of Dover 2 Wage and Benefit Information for Employee Hiring and Transfers 3 4 Department/Division Originating Request Department of Public Works - Wastewater 5 Date 4/23/2012 6 # Mos. To Date Lump Sum Paid To FY 2012 Current Separation Wages Benefits Annual Wages & % Year Benefits To Date Benefits Wages & Date Current Fiscal 7 Current Positions Grade/Step Date * Budgeted Budgeted Benefits Wages Paid Paid Wages Paid Paid Benefits Paid (I, J, K) Year Balance Remarks 8 Position(s) Utility Maint Mech 15/6 3/23/12 34,935.71 19,952.60 54,888.31 72.7% 9 28,977.68 11,686.00 - 40,663.68 14,224.63 9 I 10 - - - 0.0% 0 - - - - - 11 - - - 0.0% 0 - - - - - 12 - - - 0.0% 0 - - - - - 13 Totals $54,888.31 40,663.68 $14,224.63 14 FY 2013 % Year # Mos. Estimated Replacement/ Proposed Projected Estimated Estimated Estimated Total Wages Benefits Amount 15 Transfer Position Grade/Step Hire Date Wages Benefits Compensation Needed Needed Wages Benefits Needed Remarks 16 Position(s) Utility Maint Mech 15/1 7/1/12 31,883.00 17,508.00 49,391.00 100.0% 12 - - 49,391.00 17 I 18 - - - 0.0% 0 - - - 19 - - - 0.0% 0 - - - 20 - - - 0.0% 0 - - - 21 Totals $49,391.00 $49,391.00 22 23 Increase / (Decrease) ($5,497.31) 24 Increase/ Description of funding 25 Department Summary (Decrease) Funding Source: (See below Fund Budget) source General Ledger Account 26 Public Works (5,497.31) General Fund $0.00 N/A N/A 27 0.00 Water/Wastewater Fund (5,497.31) Net savings to budget 412-6900-569-xx-xx 28 0.00 Electric Fund 0.00 N/A N/A 29 Total ($5,497.31) Grant Fund 0.00 N/A N/A 30 Total ($5,497.31) 31 32 Department/Division Department/Division Department/Division 33 Fund Budget - Increase/(Decrease) Public Works/Wastewater Increase/ Increase/ Allocation Increase/ Increase/ 34 Fund (Decrease) Allocation % (Decrease) % (Decrease) Allocation % (Decrease) 35 General Fund $0.00 0.0% $0.00 0.0% - 0.0% - 36 Water/Wastewater Fund (5,497.31) 100.0% ($5,497.31) 0.0% - 0.0% - 37 Electric Fund 0.00 0.0% $0.00 0.0% - 0.0% - 38 Grant Fund 0.00 0.0% $0.00 0.0% - 0.0% - 39 Total ($5,497.31) Total ($5,497.31) Total $0.00 Total $0.00 40

Hiring Justification Outline Department of Public Works – Utility Maintenance Mechanic I 1. Explain the principal function of this job. - Operate, Maintain and Repair the City’s thirty-nine (39) pump stations. (This number of pump stations reflects the recent abandonment of PS #17, Schwartz, as well as the transference of PS #12, Dover East, to Kent County which will be complete by next fiscal year. It is anticipated that these pump stations will likely be replaced with new pump stations at the new Dover High School location as well as the Clearview Meadows subdivision in Fiscal Year 2013.) 2. Explain why this position is critical and cannot go unfilled or postponed. The Water / Wastewater Management Division within the Department of Public Works has developed four (4) vacancies over the past two (2) years during the hiring freeze period. One (1) of these positions is within the Pump Station Crew Section. This section currently operates and maintains the City’s pump stations as noted above. It has been established that only through the maintenance regime performed by three (3), two (2) man crews have the pump stations been able to exceed the projected life expectancy of the manufacturer. The daily/weekly and monthly maintenance activities are provided below. Any reduction in staffing levels prohibits the ability to reach these goals and increases the potential for failures. Daily/weekly maintenance involves physically checking all stations repairing any issues encountered that could affect station performance. This also includes checking the station and surrounding environment for safety. Additional duties include inspecting the wet well, floats and transducer; checking circuit breakers and indication lights; inspecting and verifying operation of sewage pumps, air compressors, vacuum pumps, mercury switches, pressure switches, pressure transducers, float switches, check valves, hour meters, piping and all electrical components to include motor starters, PLC, VFD, relays, timers, alternators and wiring. Repairs are performed as necessary. Daily records are kept for data as well as any maintenance performed. Monthly maintenance involves cleaning the wet wells, parshall flume and settlement pits of accumulated grease, grit and solid materials. In addition, cleaning, inspection, operational verification and preventive maintenance is performed on the control systems of stations which vary depending on station design. These include bubbler lines, floats, pressure transducers, domes and electrodes, and sonic starts. The jet truck is used to flush force mains where required. Monthly duties also require reporting gallons pumped, hours of operation and other key data. As the system ages it is critical to insure that the investment is made in the preventative maintenance of our infrastructure components. It is only through preventative maintenance that our infrastructure will last until we are financially able to replace it and that complaints and claims are kept to a minimum. Our current replacement schedule is one pump station per year. As such it is critical that the Department have the resources available to perform preventative and corrective maintenance on pump stations to ensure the life cycle of each exceeds standard recommendations. 3. How would City services diminish if this position were not filled or postponed at this time?

Hiring Justification Outline Department of Public Works – Utility Maintenance Mechanic I April 23, 2012 Page 2 of 2 The Wastewater Management Division’s ability to perform preventative maintenance and on call response to our pump station infrastructure will continue to decrease. Although the effects may not become evident immediately due to the size of the system; emergency repairs, complaints, and claims will increase over time. 4. Are there other employees whose ability to perform would be diminished by not filling or postponing this position? Yes. As noted above, work is currently being managed by adjusting employee’s duties within the division by addressing what is most important on a day to day basis. This often leaves preventative maintenance activities that are postponed or delayed. This also limits employees from performing to the full capacity for which they were hired. 5. Is there a person that can be promoted into this position and whose position is less critical at this time and can go unfilled permanently or temporarily? Not within the Department. 6. Can one or more existing employees absorb the duties of this position? No. Duties have already been modified to the maximum extent possible to accommodate the current hiring freeze and additional duties cannot be absorbed. As noted above, it is not recommended to continue at the current levels due to the potential consequences to the operational level of the wastewater systems. 7. Could a temporary person be hired to fill this position for 60 days? This position cannot be filled by a traditional “temporary” person. Temporary staff are unable to drive City vehicles, are not able to operate critical equipment, and do not have knowledge of the wastewater system or pump station infrastructure. The position that is part of this hiring request, which will perform the duties listed in Item #1, is not a general labor position. 8. Grade/Salary Information The Utility Maintenance Mechanic I position is a Pay Grade 15 in the IUE Wage Scale. Starting hourly rate at Step 1 is $14.38 / hour. Rev. 3/01/10

A B C D E F G H I J K L M N 1 City of Dover 2 Wage and Benefit Information for Employee Hiring and Transfers 3 4 Department/Division Originating Request Department of Public Works - Water Treatment & Production 5 Date 4/23/2012 6 # Mos. To Date Lump Sum Paid To FY 2012 Current Separation Wages Benefits Annual Wages & % Year Benefits To Date Benefits Wages & Date Current Fiscal 7 Current Positions Grade/Step Date * Budgeted Budgeted Benefits Wages Paid Paid Wages Paid Paid Benefits Paid (I, J, K) Year Balance Remarks 8 Position(s) 9 Water Op. I 15/13 5/29/12 46,740.85 21,540.84 68,281.69 91.0% 11 42,526.51 19,598.63 24,360.96 86,486.10 (18,204.41) 10 - - - 0.0% 0 - - - - - 11 - - - 0.0% 0 - - - - - 12 - - - 0.0% 0 - - - - - 13 Totals $68,281.69 86,486.10 ($18,204.41) 14 FY 2013 % Year # Mos. Estimated Replacement/ Proposed Projected Estimated Estimated Estimated Total Wages Benefits Amount 15 Transfer Position Grade/Step Hire Date Wages Benefits Compensation Needed Needed Wages Benefits Needed Remarks 16 Position(s) 17 Water Op. I 15/1 7/1/12 32,709.00 17,642.00 50,351.00 100.0% 12 - - 50,351.00 18 - - - 0.0% 0 - - - 19 - - - 0.0% 0 - - - 20 - - - 0.0% 0 - - - 21 Totals $50,351.00 $50,351.00 22 23 Increase / (Decrease) ($17,930.69) 24 Increase/ Description of funding 25 Department Summary (Decrease) Funding Source: (See below Fund Budget) source General Ledger Account 26 Public Works (17,930.69) General Fund $0.00 N/A N/A 27 0.00 Water/Wastewater Fund (17,930.69) Net savings to budget 412-7600-576-xx-xx 28 0.00 Electric Fund 0.00 N/A N/A 29 Total ($17,930.69) Grant Fund 0.00 N/A N/A 30 Total ($17,930.69) 31 32 Department/Division Department/Division Department/Division 33 Fund Budget - Increase/(Decrease) Public Works/WTP Increase/ Increase/ Allocation Increase/ Increase/ 34 Fund (Decrease) Allocation % (Decrease) % (Decrease) Allocation % (Decrease) 35 General Fund $0.00 0.0% $0.00 0.0% - 0.0% - 36 Water/Wastewater Fund (17,930.69) 100.0% ($17,930.69) 0.0% - 0.0% - 37 Electric Fund 0.00 0.0% $0.00 0.0% - 0.0% - 38 Grant Fund 0.00 0.0% $0.00 0.0% - 0.0% - 39 Total ($17,930.69) Total ($17,930.69) Total $0.00 Total $0.00 40

Hiring Justification Outline Department of Public Works – Water Plant Operator I 1. Explain the principal function of this job. - Operate and Maintain the Long Point Treatment Plant and seven (7) associated Shallow Wells. - Operate and Maintain the fifteen (15) Deep Wells and associated Micro-Plants. - Operate and Maintain the six (6) Elevated Storage Tanks. - Ensure proper water quality/quantity provided to the distribution system, by drawing and analyzing samples, delivering chemicals, and adjusting chemical dosages, at all Deep Wells and the Water Treatment Plant, in order to maintain the City’s compliance with State and Federal Regulations. - Assist Operator IIs with the implementation of projects assigned to the Water Treatment Division. 2. Explain why this position is critical and cannot go unfilled or postponed. Water production requirements for: Minimum Employee Hours / Week Winter Summer Flushing Regulatory Compliance & Production 200 280 360 Scheduled Maintenance 80 40 --- Corrective Maintenance 80 --- --- Assigned Projects --- 120 --- Total 360 360 360 This equates to 9 employees per week. (Please note that this does not include responsibilities of the supervisor for this Division.) 3. How would City services diminish if this position were not filled or postponed at this time? Attrition, for retirement, etc. will directly affect the Divisions ability to perform assigned tasks such as the Unidirectional Flushing Project and SCADA programming as indicated in # 2 above and # 4 below. 4. Are there other employees whose ability to perform would be diminished by not filling or postponing this position? As there is no relief operator for the Division, absences for leave directly impact the amount of time allotted for the administrative / regulatory required duties of the Water Production Supervisor as well as assigned project progress. Employee attrition will stop these projects and possibly limit maintenance efforts. 5. Is there a person that can be promoted into this position and whose position is less critical at this time and can go unfilled permanently or temporarily? Not within the Department.

Hiring Justification Outline Department of Public Works – Water Plant Operator I April 23, 2012 Page 2 6. Can one or more existing employees absorb the duties of this position? Yes, but this will reduce productivity as indicated in # 3 and # 4 above. Only minimum duties will be performed. This will be the case until a replacement operator is fully trained, as indicated in # 7 below. 7. Could a temporary person be hired to fill this position for 60 days? - The State of Delaware requires that most of the duties indicated above be performed by a licensed Water Supply Operator. A temporary, one year, Operator-In-Training license is granted to new operators (once they have passed all necessary coursework and testing) so they may become trained and licensed. - This position cannot be filled by a traditional “temporary” person as it usually takes a full year for new operators to become minimally competent with the City’s water production and treatment systems [see # 6 above]. 8. Grade/Salary Information The Water Plant Operator I position is a Pay Grade 15 in the IUE Wage Scale. Starting hourly rate at Step 1 is $14.38 / hour. Rev. 3/01/10

City Manager’s Implementation Plan for the Minority Recruitment Committee Recommendations The Minority Recruitment Committee held a series of meetings during 2011 and concluded their work in August 2011. From the meetings held by this Committee, a series of recommendations were put forward, which were shared with the Legislative, Finance and Administration Committee in January 2012. The Committee referred the recommendations back to the City Manager for development of a plan to implement the recommendations. This action plan includes a tentative timeline and strategy for addressing the recommendations of the Minority Recruitment Committee. To ensure that the action plan measures are completed in accordance within the specified tentative timelines, a steering committee will be developed by the City Manager to include the Human Resources Director and various staff members representing multiple City departments. This steering committee will meet quarterly or as needed to ensure the actions are implemented. Priority #1: Employee Morale The Minority Recruitment Committee asserted that the low morale among City employees should be addressed prior to actively recruiting new employees. The employee morale is largely tied to the City’s budget issues and the overall stress under which the City organization functions. Four (4) recommendations were put forward by the Minority Recruitment Committee to help address employee morale. 1. Implement mandatory structured training for all employees, including supervisors, managers, others who supervise members of the Bargaining Units. Suggested training topics are Effective Communication Skills, Harassment Prevention (verbal, sexual, etc.), Diversity and Employee Evaluations. Implementation Plan: The City holds mandatory harassment and diversity training for employees. Under the recommendation, this program should be expanded. One of the concerns associated with the current training provided is that it involves a trainer “talking at” staff. An internal training committee will be developed by the City Manager to include the Human Resources Department and key staff from other departments to develop a training program that is more interactive and covers the variety of topics that will help employees build their skills to thrive in the work place. Timeline: This committee will be appointed by the City Manager in July 2012, and will be tasked with developing an interactive training program to provide quarterly training for all employees beginning in the fall of Fiscal Year 2013. 2. Implement a published document outlining procedures for hearing non-bargaining employee grievances. Implementation Plan: A grievance procedure is outlined in the Employee Handbook beginning on page 61. The procedure covers all employees and also indicates that the entire grievance procedure is 1

subject to employee labor agreements, when applicable. Changes to the City’s Employee Handbook are currently being developed by the Human Resources Director in draft form. Changes to this section can be considered with the review of the entire document. Timeline: Changes to the Employee Handbook will be presented to the Legislative, Finance, and Administration Committee on or about July 2012. 3. Develop consistent training materials for all employees. Outside training materials should be considered and adapted to the City’s needs. Implementation Plan: This will be implemented along with the training program discussed in recommendation #1. 4. Implement an on-going program of activities/communications for all employees to facilitate a sense of pride and satisfaction. For example, holiday city-wide events, in-house newsletter, focusing on staff and their accomplishments. Such activities are very low to no cost. Implementation Plan: The Employee Committee has become active again, and is focusing its efforts on planning and fundraising for a Christmas Party. The City Manager will offer support to expand the Employee Committee and encourage the Committee to plan events throughout the year. Submissions to an in-house newsletter could be part of the purview of the Employee Committee. A greater focus will be placed on city-wide lunches to provide employees the opportunity to interact between various departments. NOTE: The Employee Committee has considered disbanding due to lack of interest in participation and fundraising. Support and enthusiasm needs to come from the management level to reinvigorate the committee and improve participation. Timeline: This will be implemented continually, beginning immediately through the Employee Committee. Priority #2: Upward Mobility/Career Ladder The Minority Recruitment Committee report included the observation that the City’s workforce does not mirror the population served by the City, particularly as it relates to minorities. Based on the attachments provided to the Committee’s report, in March 2011 nearly 84 percent of the City’s workforce was white. By comparison, according to the 2010 Census, only 45.6 percent of the City’s population is white. 1. Implement a “mentoring” program to identify employees who may wish to move up the career ladder within the City. Implementation Plan: The Human Resource Department will be assigned the task of developing an internal mentoring program. Each department will be asked to identify at least one professional or management level staff person who would be interested in serving as a volunteer professional mentor. An application process would be developed for employees interested in working with a mentor to 2

develop their career skills, and employees would be matched with a mentor whose professional background generally meets their career interests. The mentoring program could involve “shadowing” the mentor as well as regular meetings to help build the mentoring relationship. Timeline: The program would be developed and mentors identified during fall 2012, with the implementation of the proposed program in spring 2013. 2. Guidelines relative to goals and eligibility should be developed and made available to all employees, via website, newsletter, bulletin boards, handbooks, etc. Implementation Plan: This will be part of the implementation of #1. 3. Develop strategies to recruit minorities for professional positions. Implementation Plan: The City of Dover currently sends send copies of all job postings for professional positions to all colleges and/or universities within the City of Dover, as well as the Historically Black Colleges in Delaware, Maryland, Pennsylvania, and New Jersey. In addition, the City reaches out to various churches and civic entities in an effort to expand the applicant pool for vacancies (Attachment A lists the various entities). The City will also approach the Delaware chapter of the NAACP for suggestions in recruiting minority applicants. Timeline: Staff will meet with the Delaware chapter of the NAACP in the summer of 2012 to develop ideas for additional ways to expand the potential applicant pool. Priority #3: Enhanced Technology for City Image and Recruitment The Minority Recruitment Committee has recommended that the City’s website be updated to improve recruitment opportunities by including information on recruitment, employee benefits, the City’s commitment to diversity, and departmental goals and responsibilities. 1. The City’s website should be enhanced to convey pertinent information that may be of interest to a prospective employee. Implementation Plan: The Human Resources Department will be assigned the task of reviewing the City’s website information relating to employment and to develop content to provide improved information about the City as an employer to prospective employees. Timeline: This review will be complete and the website content updated by October 1, 2012. This timeline may be delayed if updating the website results in substantial costs that need to be budgeted. 2. The City should have links that will give specific information about the Departments. Implementation Plan: Each Department Head will be assigned the task of reviewing the website content relating to that department and providing updates as necessary on a continual basis. 3

Timeline: Departments will be required to review and update departmental information by July 2012, with minimum quarterly reviews thereafter. This will ensure that the information remains fresh. 3. There should be a standard format for information representing departments. Implementation Plan: The City’s new website has established a standard format. Priority #4: Internship for high school and college students The Minority Recruitment Committee recommended that the City develop a well-defined internship program for high school and college students who may be interested in a career in municipal government. This program would include concerted effort to recruit African-Americans, Hispanics, and women. Implementation Plan: Beginning in fall 2012, the Human Resources Director will schedule meetings with the local colleges and high schools to assess their interest in an internship program. If there appears to be interest, the Human Resources Director will work with the City departments, colleges and high schools to outline an internship program that matches the needs of the City departments with the academic and community service goals of the participating schools. Several issues would need to be determined prior to implementation of such an internship program, including:  Will this be a paid internship program or an unpaid program?  How would students be recruited and placed?  Would students be eligible for academic credit?  What liabilities would be the city be incurring? These issues would need to be explored in working with the schools involved. It is likely that a program for high school students would be different from a program for college students. These issues would need to be worked out during the development of the program. Timeline: Staff will contact the schools in the fall of 2012. If the interest exists among the high schools and colleges in the area, an internship program could be outlined and potentially proposed for the fall of 2013 which is part of the 2013/2014 academic year. 4

Attachment A

Attachment A

Attachment A

ACTION FORM PROCEEDING: Legislation, Finance, and Administration Committee DEPARTMENT OF ORIGIN: City Manager’s Office DATE SUBMITTED: April 17, 2012 PREPARED BY: Scott D. Koenig, P.E., City Manager SUBJECT: Assignment of Emergency Management Coordinator Responsibilities REVIEWED BY: City Manager EXPENDITURE REQUIRED: See Below PROPOSED FY-12 BUDGET: FUNDING SOURCE (Dept./Page in CIP & Budget): TIME TIMETABLE: Upon Council Approval RECOMMENDED ACTION: Assign the duties of the Emergency Management Coordinator position to Ms. Dietz-Sass on a 6-month trial basis. These additional duties would be in addition to her current duties as the Public Affairs Coordinator; thus she would be serving as both the Public Affairs Coordinator and the Emergency Management Coordinator. During this 6-month trial basis, her salary of $40,830 would remain the same and a bonus of $1,100.00 per month would be paid to compensate her for the added responsibilities. This would increase her annualized compensation from $40,830 to $54,030. If, at the end of the 6-month trail, her performance in both roles is acceptable to the City Manager, the bonus would be converted to base salary and her grade adjusted from 116 to 120. If the City Manager determines that one person cannot adequately perform the functions of both positions; then her responsibilities and compensation would be returned to the former level and other alternatives would be proposed. BACKGROUND AND ANALYSIS Over the past ten (10) years, the various duties of Emergency Management have been executed by various positions and departments throughout City government. These departments include the former Community Services Department, the Police Department and most recently, the Public Services Department. After September 11, 2001, federal and state emergency management requirements became more complex to include requiring and tracking National Incident Management System (NIMS) training and having a NIMS compliant Emergency Management Plan. These complexities supported a need for a fulltime Emergency Management Coordinator (Grade 120). The City’s first fulltime Emergency Management Coordinator, Mr. Wayne Hutchison, was hired (actually promoted from being an Inspector in the Fire Marshall’s Office) on June 2, 2008. Mr. Hutchison retired on December 23, 2010. His final salary was $53,216. During his tenure, Mr. Hutchison rewrote the City’s Emergency Management Plan, created an emergency call center, developed notification protocols, equipped an EMC trailer, and secured various Homeland Security grants. In addition, Mr. Hutchison was assigned safety related duties such as the routine inspection of Silver Lake Dam (due to engineering staff constraints) and providing general safety training for various employee groups. Due to the economic environment at the time of Mr. Hutchison’s announced retirement, the former City Manager elected to not fill the vacated position. The duties of the position were divided amongst various staff members including the Public Services Manager, the Public Affairs Coordinator and the City Manager. Ms. Kay Dietz-Sass, Public Affairs Coordinator (Grade 116) has been a key member of our Emergency Management Team since her employment began. After considerable thought, I have concluded that the best option to continue the City’s Emergency Management efforts is to request permission from City Council to assign the Emergency Management Coordinator responsibilities to Ms. Dietz-Sass. Ms. Dietz-Sass has degrees in Business Management, General Business and Marketing. She has also completed the entire Professional 1

Development Series for Emergency Management as well as successfully completing Advanced Public Information Officer training. The attached list of completed courses through the U.S. Department of Homeland Security, FEMA and DEMA is offered as additional support. In addition, Ms. Dietz-Sass worked closely with Mr. Hutchison on various emergency procedures for the city, and has proven in several emergency conditions to be a well-organized, decisive, and a dedicated individual. Ms. Dietz-Sass played a key role in opening a shelter for 126 fire victims when Dover experienced our largest apartment fire in many years. She has also worked closely with the NASCAR events, attended meetings for the implementation of the Dover Downs Joint Operations Center, weather notifications, bridge calls with the State of Delaware, DEMA, and National Weather Service, and more. The issue of Emergency Management has also been a topic of discussion at recent Safety and Transportation Committee Meetings. Based on my organizational assessment of this function, I believe it is in the best interest of the City for me to assign the duties of the Emergency Management Coordinator position to Ms. Dietz-Sass on a 6-month trial basis. These additional duties would be in addition to her current duties as the Public Affairs Coordinator; thus she would be serving as both the Public Affairs Coordinator and the Emergency Management Coordinator. During this 6-month trial basis, her salary of $40,830 would remain the same and a bonus of $1,100.00 per month would be paid to compensate her for the added responsibilities. This would increase her annualized compensation from $40,830 to $54,030. If, at the end of the 6-month trail, her performance in both roles is acceptable to the City Manager, the bonus would be converted to base salary and her grade adjusted from 116 to 120. If the City Manager determines that one person cannot adequately perform the functions of both positions; then her responsibilities and compensation would be returned to the former level and other alternatives would be proposed. Completed Class List The classes through Department of Homeland Security, FEMA, DEMA: WMD/Terrorism Preparedness Training: Awareness Level: AWR-102 Emergency Response to Terrorism: Basic Concepts AWR-137 Critical Emergency Planning AWR-140 WMD Radiological Nuclear Awareness AWR-209 Dealing with the Media Performance Level: PER231 Prevention of and Response to Suicide Bombing Incidents PER-252 Cybersecurity: Prevention, Deterrence and Recover PER-253 Cybersecurity: Incident Handling and Response Management Level: MGT-301 Command and the WMD Response MGT-310 WMD Threat and Risk Assessment MGT-312 Senior Officials Workshop for All Hazards Preparedness MGT 318 Mitigation Planning Workshop for Local Governments NIMS/ICS: ICS-100 Introduction to ICS ICS-200 Incident Command System Basic for Federal Disaster Workers 2

ICS 212 Unified Hazard Mitigation Assistance IS 241 Decision Making IS 242.a Effective Communication IS 244.a Developing and Managing Volunteers ICS-300 Intermediate ICS for Expanding Incidents ICS 312 Continuity of Operations – Preparing the State Senior Officials Workshop For All Hazards Workshop ICS-400 Advanced ICS Command and General Staff—Complex Incidents ICS-402 Incident Command System (ICS) Overview for Executives/Senior Officials ICS-700 Introduction to the National Incident Management System IS-800.a Introduction to National Response Plan Framework IS-800.b National Response Framework ICS-912 Preparedness Planning IS 702 National Incident Management System (NIMS) Public Information Systems E 388 Advanced Public Information Officer Course G191 Incident Command System/Emergency Operations Center Interface G290 Basic Public Information Officer EOC Interface Workshop Hurricane Preparedness- FEMA Training Public Information Officer Training – DEMA Training Advanced Public Information Officer- FEMA Training Professional Development Series Certification for Emergency Management IS-0001 Emergency Program Manager; An Orientation to the Position ICS 139 Exercise Design IS 230.a Fundamentals of Emergency Management IS 235 Emergency Planning IS 240 Leadership and Influence State of DE: Sediment and Stormwater Management Certification (Blue card) for State of DE 3

A B C D E F G H I J K L M N 1 City of Dover 2 Wage and Benefit Information for Employee Hiring and Transfers 4 Department/Division Originating Request City Manager's Office 5 Date 4/17/2012 (Form has been developed to handle multiple departments/multiple funds to cover allocated departments and funding sources) 6 # Mos. To Date Lump Sum Paid To Current Separation Wages Benefits Annual Wages & % Year Benefits To Date Benefits Wages & Date Current Fiscal 7 Current Positions Grade/Step Date * Budgeted Budgeted Benefits Wages Paid Paid Wages Paid Paid Benefits Paid (I, J, K) Year Balance Remarks 8 Position(s) 9 - - 10 Public Aff. Cord. 116 N/A 40,830.00 19,397.00 60,227.00 - 60,227.00 11 12 13 Totals 40,830.00 $60,227.00 - $60,227.00 14 % Year # Mos. Estimated Replacement/ Proposed Projected Estimated Estimated Estimated Total Wages Benefits Amount 15 Transfer Position Grade/Step Hire Date Wages Benefits Compensation Needed Needed Wages Benefits Needed Remarks 16 Position(s) 17 P.A.C. / E.M.C. 116/120 N/A 40,830.00 19,397.00 60,227.00 - 18 Annualized Bonus 13,200.00 1,070.00 14,270.00 19 20 21 Totals 54,030.00 $74,497.00 $0.00 22 23 Balance ($14,270.00) $60,227.00 24 Increase/ Description of funding 25 Department Summary (Decrease) Funding Source: (See below Fund Budget) source General Ledger Account 26 City Manager's Office ($60,227.00) General Fund ($60,227.00) N/A N/A 27 0.00 Water/Wastewater Fund 0.00 N/A N/A 28 0.00 Electric Fund 0.00 Describe Account 29 Total ($60,227.00) Grant Fund 0.00 N/A N/A 30 Total ($60,227.00) 31 32 Department/Division Department/Division Department/Division 33 Fund Budget - Increase/(Decrease) Planning & Inspections Central Services/Facilities Human Resources Increase/ Increase/ Allocation Increase/ Increase/ 34 Fund (Decrease) Allocation % (Decrease) % (Decrease) Allocation % (Decrease) 35 General Fund ($60,227.00) 100.0% ($60,227.00) 10.3% - 76.5% - Allocated Department 36 Water/Wastewater Fund 0.00 0.0% $0.00 8.3% - 9.0% - percentages can be found 37 Electric Fund 0.00 0.0% $0.00 81.4% - 14.5% - in Budget Document, 38 Grant Fund 0.00 0.0% $0.00 0.0% - 0.0% - obtained from Finance or 39 Total ($60,227.00) Total ($60,227.00) Total $0.00 Total $0.00 the City Manager's Office 40

Office of the Mayor MEMORANDUM TO: Legislative, Finance and Administration Committee FROM: Carleton E. Carey, Sr. Mayor DATE: April 17, 2012 RE: Public Information Officer and Emergency Management Coordinator The City Manager is proposing to combine the Public Information Officer position and the Emergency Management Coordinator position. I would like the Committee to consider keeping these two positions separate due to the demands of both positions. The Emergency Management position requires a lot of time and training as well as working with city employees. This position has been divided between three people over the last year and a half. I believe it requires a lot more attention. Emergency Management Coordinator needs to be performing the following:  Training of city personnel with First Aid, Automatic External Defibrillator (AED) and safety equipment for all departments.  On-site inspection of different departments for safety needs.  Inspection of the city dam, required by the Department of Natural Resources, once a month and file a report.  The City of Dover subsidizes the ambulance service in the amount of $205,000 per year. Need to check on ambulance provider once or twice a month to be sure that the equipment and personnel are meeting requirements. Also need to make sure response times are meeting the mandates of the State of Delaware for ambulance service to our citizens. o Last year the ambulance service handled 6,998 emergency calls in the city which is 19 calls per day.

 Training for National Incident Command System (NIMS) to make sure requirements are met for the City of Dover.  Make sure shelters are prepared to handle large amounts of citizens who can be taken care of in emergency situations. Employees are doing double duty and this needs to be separated in order to provide the best service to our employees and citizens. I appreciated your consideration in this matter as we rebuild the different departments to meet the needs of the city and out citizens.

City of Dover Comprehensive Annual Financial Report Fiscal Year Ended June 30, 2011

Introductory Section Letter of Transmittal Elected & Appointed Officials Commissions Organizational Chart Financial Section Auditor’s Report Management’s Discussion & Analysis Basic Financial Statements Required Supplementary Information Supplementary Information Statistical Section Detailed Information of Financial Trends, Revenue Capacity, Debt Capacity, Demographic and Economic Information, and Operating Information 2

City of Dover Statement of Net Assets June 30, 2011 Financial Section – CAFR Page 37 3

City of Dover Statement of Activities For the Year Ended June 30, 2011 4

City of Dover Statement of Activities Comparison of Fiscal Year 2010 & 2011 Management Discussion & Analysis Section – CAFR Page 27 5

Changes in Net Assets Governmental Activities June 30, 2011 Governmental Activities Governmental net assets decreased by $1.3 million. Net revenues were more than the prior year by $4.6 million. The City Council approved a property tax rate increase of $.027 and a sanitation fee increase of $5.85 for fiscal year 2011. These two increases account for approximately $1.7 million of increased revenues. Other sources of increased revenues over the previous fiscal year are attributed to public safety fines and fees, public safety and library grants, transfer taxes, and Court of Chancery Fees. The revenue increases totaled $4.8 million. Revenue sources that decreased were business licenses, permits, and investment income for a total of $.2 million. Expenses of $37.6 million reflect an overall increase of $2.3 million from the prior year. The majority of this increase was attributed to $2.1 million of other post-employment benefit cost. Other increases were in public safety, library and recreation, and central services. The decreases were in general government, public works streets and sanitation, as well as Community and economic development. Transfers to the Governmental Funds from the Proprietary Funds increased $1.6 million. 6

Changes in Net Assets Business Type Activities June 30, 2011 Business-Type Activities The business-type activities saw a positive change in net assets of $7.4 million. The increase was a result of revenue increases in both the water and wastewater utilities and the electric utility coupled with lower expenses in all utilities. The water/wastewater utility had a positive change in net assets of $4.1 million. The utility experienced an increase in operating income of $2.5 million over the previous year. The increase in operating income was due to City Council approved rates increased for services resulting in higher charges for services of $1.3 million as well as an increase in miscellaneous services of $1.2 million mainly attributed to increased impact fees. The utility also experienced a decrease in personnel and operating expenses of $1.1 million. Non-operating revenue increased $.5 million as a result of contractor contributions. There was no transfer made to the General Fund by the water/wastewater utility during fiscal year 2011. The electric utility realized a positive change in net assets of $3.2 million. The utility experienced an increase in operating revenues of $1.6 million over the previous year as a result of higher kilowatt-hour sales. Operating expenses decreased by $1.3 million due to lower power supply cost of $3.1 million and $.1 in operating expenses. The decreases were offset by increases in postemployment retirement benefits of $1.3 million and depreciation expense of $.6 million. Non-operating revenues and expenses reflect a negative result of $.9 million because of an increase in interest and fiscal charges attributed to refunding bonds as explained in the Notes and a decrease in fair value of investments. These negative results were offset by an increase in investment interest earned. Transfers to the General Fund increased to $8.9 million from $6.8 million in the preceding year. 7

8

Pension Trust Funds Pension Plan Funding For Fiscal Year Ending June 30, 2011 General Pension Trust Police Pension Trust 9

Other Post Employment Benefits Trust Funding Fiscal Year Ended June 30, 2011 Statement of Changes in Fiduciary Assets Annual OPEB Cost and Net OPEB Obligation/(Asset) 10

City of Dover Worker’s Compensation Fund For the Year Ended June 30, 2011 The contributions to the Worker’s Compensation Fund $636,213 exceeded the claims and administrative expenses $290,950. 11

City of Dover Long-Term Liabilities for Compensated Absences & Debt As of June 30, 2011 General Long-Term Debt Water/Wastewater Long-Term Debt Electric Revenue Long-Term Debt 12

City of Dover, Delaware Fiscal 2013 DRAFT Capital Investment Plan FY 13 thru FY 17 PROJECTS BY DEPARTMENT Department Project# Priority FY 13 FY 14 FY 15 FY 16 FY 17 Total Customer Services Customer Notification by E-IVR Automated Dialing CU1301 2 30,000 30,000 Customer Services Total 30,000 30,000 Information Technology Server and Backup Solution Replacement IT1301 1 57,000 7,000 21,000 85,000 Information Technology Total 57,000 7,000 21,000 85,000 Public Works - Streets Street and Alley Program Concrete Construction and Replacement Program ST1201 ST1202 1 2 T 1,100,000 60,000 1,300,000 70,000 1,300,000 75,000 1,300,000 80,000 5,000,000 285,000 Salt Storage Facility - Schutte Park Silver Lake Revitalization Project Brine Manufacturing System Public Works - Streets Total Public Works Admin GIS Infrastructure and Mobile Solutions AFST1301 ST1401 ST1501 PA1301 3 5 4 4 50,000 1,210,000 18,000 18,000 50,000 1,420,000 18,000 18,000 250,000 27,800 1,652,800 18,000 18,000 100,000 1,480,000 100,000 100,000 50,000 500,000 27,800 5,862,800 54,000 54,000 D Public Works Admin Total GRAND TOTAL 1,285,000 1,475,000 1,691,800 1,480,000 100,000 6,031,800 R Thursday, April 19, 2012

City of Dover, Delaware Fiscal 2013 DRAFT Capital Investment Plan FY 13 thru FY 17 FUNDING SOURCE SUMMARY Source FY 13 FY 14 FY 15 FY 16 FY 17 Total Community Transportation Fund 1,000,000 1,000,000 1,250,000 1,000,000 4,250,000 General Fund 285,000 475,000 441,800 430,000 50,000 1,681,800 State Grant 50,000 50,000 100,000 GRAND TOTAL 1,285,000 1,475,000 1,691,800 1,480,000 100,000 6,031,800 T AF DR Thursday, April 19, 2012

Fiscal 2013 DRAFT Capital Investment Pla FY 13 thru FY 17 City of Dover, Delaware Project # CU1301 Project Name Customer Notification by E-IVR Automated Dialing Type Improvement Department Customer Services Useful Life 5-10 years Contact Customer Service Manager Category General Priority 2 New Project: Account Number: Time-Line: Description Total Project Cost: $30,000 One of the most popular and cost effective uses of IVR Technology involves automating the out-dialing process Another use is to add the feature of customer alerts and notifications. This automation can take a variety of forms and functionality. E-IVR automated features include the ability to broadcasting a huge number of calls to deliver a pre-recorded message or alert, targeting a specific list to be called to relay individualized information, and to automate the dialing process as an efficient and management tool for staff. It is critical to maximize the use of communication resources, advance with technology and offer features similar to local utilities and municipalities. Our existing phone system provides the foundation to add beneficial enhancements. Justification T The E-IVR notification system gets the word out fast for emergency notification, road closures, power outages, alerts customer of electric and water disconnections that are scheduled due to nonpayment of utility account, upcoming events. The Customer Service department is submitting the request for consideration. This system should benefit City departments and Officials city wide. The phone system broadcasts from our data AF base, when answered the IVR plays a prerecorded message. Unsuccessful calls are noted and can be broadcast again. The benefit to the customer is to receive critical notifications and become better informed. Since the calls are automated staff, may be utilized in other functions. Expenditures Other Funding Sources Total FY 13 FY 13 FY 14 30,000 30,000 FY 14 FY 15 FY 15 FY 16 FY 16 FY 17 FY 17 Total 30,000 30,000 Total DR General Fund Budget Impact/Other Total 30,000 30,000 30,000 30,000 Estimated annual maintenance fees. This type of notification system is already used by other utilities and municipalities in Delaware. In conjunction with electric disconnects for nonpayment, the customer would receive an automated call two days prior to the scheduled disconnection date. This serves as a reminder to remit the payment and allows the customer to prepare for the interruption of service in the event payment is not received. A customer may chose to expedite payment by using the recently implemented credit card online processing system. Thursday, April 19, 2012

Fiscal 2013 DRAFT Capital Investment Pla FY 13 thru FY 17 City of Dover, Delaware Project # IT1301 Project Name Server and Backup Solution Replacement Type Equipment Department Information Technology Useful Life 3 - 5 Years Contact IT Director Category General Priority 1 New Project: Account Number: Time-Line: Description Total Project Cost: $85,000 The City has ten (10) servers in production (excluding those that are part of the phone system). The servers were included as part of the Lifecycle plan, and six (6) were scheduled to be replaced in Fiscal 2012. As a cost savings measure, those servers were retained and their support contract was extended. The servers need to be replaced as scheduled in order to continue reliable service. The backup solution that has been used to back up the servers has exceeded its capacity. Justification T The continued 99.999% availability of the City’s Information Technology systems could be at risk if hardware failures occur. With increasing age, the likelihood of a failure increases. The industry standard for server replacements is three to five years; extending past five years is a risk. Additionally, It is no longer possible to get a complete backup on a nightly basis. The backup plan has been modified to make sure critical data is backed up; however, it leaves the City vulnerable. In the event of a disaster recovery, some data would be lost. Aging server hardware coupled with an inability to get a complete backup every night increases the risks exponentially. The estimated cost to replace a server is $7,000 each which includes five years maintenance. It is estimated that a replacement of the backup solution would cost approximately $15,000 including maintenance and tapes. Existing tapes will not work on a new solution. Expenditures Other Funding Sources Total AFFY 13 57,000 57,000 FY 13 FY 14 7,000 7,000 FY 14 FY 15 21,000 21,000 FY 15 FY 16 FY 16 FY 17 FY 17 Total 85,000 85,000 Total DR General Fund Budget Impact/Other Total 57,000 57,000 7,000 7,000 21,000 21,000 85,000 85,000 Thursday, April 19, 2012

Fiscal 2013 DRAFT Capital Investment Pla FY 13 thru FY 17 City of Dover, Delaware Project # ST1201 Project Name Street and Alley Program Type Improvement Department Public Works - Streets Useful Life 20-25 years Contact Public Services Director Category General Priority 1 New Project: Account Number: Time-Line: Description Total Project Cost: $9,650,000 This project will rehabilitate approximately three to five percent (3-5%) of the street and alley network each year. The estimated capital maintenance costs are $33.7 million over a 20-year planning horizon in Fiscal Year 2005 dollars. This estimate is based on the needs survey conducted by Public Services in Fiscal year 2004. Continuous maintenance on these assets will prevent more costly reconstruction in the future. This project combines the former Street Resurfacing Program, the Alley Program and the Barrier Free Access Ramp Program Justification T The program identifies maintenance costs for 84.79 miles of streets and 15.24 miles of alleys as of June 30, 2010. Replacement of deteriorated curbs, gutters, and sidewalks provides improved use, drainage, and the appearance of the pavement section. The Street and Alley Program schedule is driven by funding and road ratings. Total street mileage is growing each as more roads and alleys are dedicated for public maintenance due to growth. Prior 4,650,000 Total Prior 4,650,000 Total Expenditures Construction/Maintenance Funding Sources General Fund Total Community Transportation Fun AF FY 13 1,100,000 1,100,000 FY 13 1,000,000 100,000 FY 14 1,300,000 1,300,000 FY 14 1,000,000 300,000 FY 15 1,300,000 1,300,000 FY 15 1,000,000 300,000 FY 16 1,300,000 1,300,000 FY 16 1,000,000 300,000 FY 17 FY 17 Total 5,000,000 5,000,000 Total 4,000,000 1,000,000 D Budget Impact/Other R Total 1,100,000 1,300,000 1,300,000 1,300,000 5,000,000 The improvement schedule is based on the Fiscal Year 2004 ratings and Community Transportation Funds committed by area legislators. The annual funding split is proposed to be $700,000 from the General Fund and $1,000,000 from Community Transportation Funds in Fiscal year 2012. NOTE: Before the issue of the General Obligation Bonds an affordability study will be conducted. Thursday, April 19, 2012

Fiscal 2013 DRAFT Capital Investment Pla FY 13 thru FY 17 City of Dover, Delaware Project # ST1202 Project Name Concrete Construction and Replacement Program Type Maintenance Department Public Works - Streets Useful Life 30+ years Contact Public Services Director Category General Priority 2 New Project: No Account Number: Time-Line: Continuous Description Total Project Cost: $365,000 This program replaces and rehabilitates deteriorated sidewalks and curbs throughout the City using in-house labor and private contractors. This is in accordance with the ADA. Delaying or eliminating the project will result in continued complaints and insurance claims from citizens and visitors. In addition, further deterioration of the sidewalk network will occur. Justification T This program promotes the interconnection of the sidewalk network to conform to ISTEA (Intermodal Surface Transportation Efficiency Act) and rehabilitates sidewalks that have root damage from City street trees. This program also facilitates compliance with the Americans with Disabilities Act as it relates to the pedestrian network as well as improving localized drainage issues. Prior 80,000 Total Prior 80,000 Total Expenditures Construction/Maintenance Funding Sources General Fund Total Total AFFY 13 60,000 60,000 FY 13 60,000 60,000 FY 14 70,000 70,000 FY 14 70,000 70,000 FY 15 75,000 75,000 FY 15 75,000 75,000 FY 16 80,000 80,000 FY 16 80,000 80,000 FY 17 FY 17 Total 285,000 285,000 Total 285,000 285,000 D Budget Impact/Other There is no impact on the operating budget as reduction in insurance claims and improved pedestrian mobility is difficult to financially quantify. R The Department of Public Services maintains a prioritization list that outlines the categories of replacement. Complaints are entered on the list as they are received and prioritized by City staff. Thursday, April 19, 2012

Fiscal 2013 DRAFT Capital Investment Pla FY 13 thru FY 17 City of Dover, Delaware Project # ST1301 Project Name Salt Storage Facility - Schutte Park Type Equipment Department Public Works - Streets Useful Life 20-25 years Contact Public Services Director Category General Priority 3 New Project: Yes Account Number: Time-Line: Description Total Project Cost: $50,000 This project proposes the construction of a 50’ long x 50’ wide x 20’ high salt storage building at the rear of Schutte Park. The proposed construction will allow city staff to store salt indoors, greatly reducing the environmental impact of this operation. Salt is only used during winter months; however, we typically have this material on hand in varying quantities all year long. * Wes will provide an updated quote* 2/23/2012 Justification T Salt is currently stored down at Old PW II under a tarp within the concrete area. The current method of covering this material is inadequate and has potential environmental impacts on the St. Jones River. All runoff from this storage area goes directly into the St. Jones River. This project will likely be a requirement in our NPDES MS4 permit renewal scheduled for July 1, 2011. Moving this material indoors and under roof will reduce the environmental impact and allow this resource to be used in a more efficient manner. Expenditures Construction/Maintenance Funding Sources General Fund Total Total AF FY 13 50,000 50,000 FY 13 50,000 50,000 FY 14 FY 14 FY 15 FY 15 FY 16 FY 16 FY 17 FY 17 Total 50,000 50,000 Total 50,000 50,000 D Budget Impact/Other R Thursday, April 19, 2012

Fiscal 2013 DRAFT Capital Investment Pla FY 13 thru FY 17 City of Dover, Delaware Project # ST1401 Project Name Silver Lake Revitalization Project Type Improvement Department Public Works - Streets Useful Life 20-25 years Contact Public Services Director Category General Priority 5 New Project: Yes Account Number: Time-Line: Description Total Project Cost: $600,000 The proposed project will remove all of the old pavement and parking areas and construct a new central parking lot and access to the boat ramp area as well as access from Kings Highway. The existing pavement condition is in poor quality, and the parking pods create a public perception problem. This project will plant trees, flowers, and shrubs below the dam on Silver Lake to Court Street along the St. Jones River in order to improve water quality and protect the stream bank. This will be a multi-year project. The department continues to receive complaints regarding the parking pods, the further deterioration of the existing pavement sections and parking areas, lack of stormwater management practices, bank erosion related to stormwater runoff and, poor site lighting. Justification T Currently there are no stormwater management practices being implemented on this site, and the location adjacent to the St. Jones River causes direct stormwater discharge to an environmentally sensitive area. The proposed reconstruction and relocation of the loaded parking lot will allow for best management practices regarding stormwater management to be implemented at this site. Expenditures Planning/Design Construction/Maintenance Miscellaneous Total AFFY 13 FY 14 50,000 50,000 FY 15 250,000 250,000 FY 16 100,000 100,000 FY 17 100,000 100,000 Total 50,000 250,000 200,000 500,000 Future 100,000 Total DR Funding Sources Community Transportation Fun General Fund State Grant Budget Impact/Other Total FY 13 FY 14 50,000 50,000 FY 15 250,000 250,000 FY 16 50,000 50,000 100,000 FY 17 50,000 50,000 100,000 Total 250,000 150,000 100,000 500,000 Future 100,000 Total The proposed project includes parking reconstruction, planning and design, and ultimately landscaping for this section of the St. Jones River. Thursday, April 19, 2012

Fiscal 2013 DRAFT Capital Investment Pla FY 13 thru FY 17 City of Dover, Delaware Project # ST1501 Project Name Brine Manufacturing System Type Equipment Department Public Works - Streets Useful Life 10-15 years Contact Public Services Director Category General Priority 4 New Project: Account Number: Time-Line: Description Total Project Cost: $27,800 The ABS-1500 automatic batch system is designed for the manufacturing of a brine solution continuously. The brine solution is produced from a mixture of granular salt and standard tap water. The system can produce up to 4,000 gal of brine per hour. The ABS-1500 - $11,550; a 5,000 gallon heavy duty storage tank - $3,675 and the Single lane EZ load applicator system - $12,600 Justification Waiting to receive updated information from Scott Koenig. (hf 2/23/2011) T Expenditures Equip/Vehicle/Furnishings Funding Sources General Fund Total Total AF FY 13 FY 13 FY 14 FY 14 FY 15 27,800 27,800 FY 15 27,800 27,800 FY 16 FY 16 FY 17 FY 17 Total 27,800 27,800 Total 27,800 27,800 D Budget Impact/Other R Thursday, April 19, 2012

Fiscal 2013 DRAFT Capital Investment Pla FY 13 thru FY 17 City of Dover, Delaware Project # PA1301 Project Name GIS Infrastructure and Mobile Solutions Type Equipment Department Public Works Admin Useful Life 3-5 years Contact Public Services Director Category General Priority 4 New Project: No Account Number: Time-Line: Description Total Project Cost: $54,000 This project will be used to expand mobile data terminals (MDT's) to building inspectors and the Public Works inspector. The ability will be given to access all networked files and programs (HTE, Fortis, Outlook, etc.) along with utilization of many GIS capabilities. The Fire Marshal's office along with Code Enforcememt staff have this capability and it has been beneficial for both departments. Justification T This strategy would procure hardware and software as well as perform pilot projects that would test the ability of the City to expand in such areas of technology. The types of hardware to be purchased are GPS receivers, patch antennas, laptops, vehicle mounts, and lightweight clients. Software would be extensions used in conjunction with ESRI’s ArcGIS software to perform specific tasks. Types of extensions are spatial analyst, network analyst, etc. ESRI Services may be purchased for help with advancement in the City’s use of ArcGIS Server Mobile. Expenditures Other Miscellaneous Funding Sources General Fund Total AFFY 13 8,000 10,000 18,000 FY 13 18,000 18,000 FY 14 8,000 10,000 18,000 FY 14 18,000 18,000 FY 15 8,000 10,000 18,000 FY 15 18,000 18,000 FY 16 FY 16 FY 17 FY 17 Total 24,000 30,000 54,000 Total 54,000 54,000 D Budget Impact/Other R Total As pilot projects are preformed and found to be successful, budgets will grow as the pilots are implemented department or City-wide. Future software maintenance and hardware replacement (sustainability). The City is using two NASCAR races a year to implement new technologies. Along with training employees in these technologies, we are utilizing techniques used in damage assessment and emergency recovery during daily race weekend operations. To continue expanding on such pilot projects, we would need additional hardware and software. Other below represents ESRI services and support. Miscellaneous below represents mostly hardware and some software. Thursday, April 19, 2012

City of Dover, Delaware Fiscal 2013 DRAFT Capital Investment Plan FY 13 thru FY 17 PROJECTS BY DEPARTMENT Department Project# Priority FY 13 FY 14 FY 15 FY 16 FY 17 Total Facilities Management 1996 Dodge B2500 (438) 14Veh# 438 n/a 16,096 16,096 1996 Ford E350 (436) 15Veh# 436 n/a 16,096 16,096 1999 Dodge RMV Van (435) 16Veh# 435 n/a 16,096 16,096 Facilities Management Total 16,096 16,096 16,096 48,288 Life Safety (Fire Marshal) 20' Express Wagon with Honda Generator 14Veh# 14 1 17,500 17,500 Life Safety (Fire Marshal) Total Permtting and Inspections T 17,500 17,500 2001 Dodge Pick Up (19) 2002 Dodge Pick Up (18) 2001 Dodge Pick Up (22) 2001 Dodge Pick Up Truck (20) Planning Permtting and Inspections Total 2009 Chevy Uplander AF 14Veh# 19 15Veh# 18 16Veh# 22 17Veh# 20 14Veh# 3 2 3 3 1 n/a 16,000 16,000 16,177 16,000 16,000 16,000 16,000 16,500 16,500 16,000 16,000 16,000 16,500 64,500 16,177 D Public Works - Grounds R 1995 Ford Crew Cab Dump Truck (552) 2002 Toro Wing Mower (562) 2002 Dodge Pick Up (550) 2001 Dodge Pick Up (553) 1999 Dodge Pick Up (558) 1999 Chevy Dump Truck (554) Planning Total 13Veh# 552 13Veh# 562 14Veh# 550 14Veh# 553 14Veh# 558 15Veh# 554 5 2 3 2 2 3 47,000 65,000 16,177 17,000 17,000 17,000 54,491 16,177 47,000 65,000 17,000 17,000 17,000 54,491 1998 Vermeer Stump Grinder (566) 15Veh# 566 3 44,000 44,000 1998 X-Mark Mower (568) 15Veh# 568 3 14,310 14,310 2001 Kubota Tractor (569) 15Veh# 569 3 29,116 29,116 1998 Chevy Crew Cab Dump Truck (551) 16Veh# 551 4 58,962 58,962 2006 X-Mark Mower (573) 16Veh# 573 4 15,456 15,456 1991 International Utility Trailer (578) 16Veh# 578 4 14,000 14,000 2002 Bean 300 Gallon Sprayer (585) 16Veh# 585 4 22,122 22,122 1990 FMC 300 Gallon Sprayer (565) 17Veh# 565 5 23,760 23,760 1999 Bandit Chipper (579) 17Veh# 579 5 46,122 46,122 1994 Vermeer Chipper (588) 17Veh# 588 5 46,000 46,000 Public Works - Grounds Total 112,000 51,000 141,917 110,540 115,882 531,339 Public Works - Sanitation 2004 Peterbilt Automated Trash Truck (442) 13Veh# 442 2 253,000 253,000 Thursday, April 19, 2012

Department Project# Priority FY 13 FY 14 FY 15 FY 16 FY 17 Total 2003 Peterbilt 320 Automated Trash Truck (444) 13Veh# 444 1 253,000 253,000 2004 Peterbilt Automated Trash Truck (443) 14Veh# 443 2 253,875 253,875 2002 Int'l Rear Loader (449) 14Veh# 449 2 129,375 129,375 2003 Peterbilt 320 Automated Trash Truck (450) 14Veh# 450 1 246,075 246,075 2008 Peterbilt Automated Trash Truck (441) 15Veh# 441 3 296,075 296,075 2002 Hurst Trailer (453) 15Veh# 453 3 14,500 14,500 2008 Intn't Rear Loader (445) 16Veh# 445 4 165,975 165,975 2008 Peterbilt Side Loader (451) 16Veh# 451 4 296,075 296,075 Public Works - Sanitation Total 506,000 629,325 310,575 462,050 1,907,950 Public Works - Streets 1992 International Dumpt Truck (328) 13Veh# 328 1 130,600 130,600 1986 Case Backhoe (319) 14Veh# 319 2 94,075 94,075 2001 Int'l Dump Truck (322) 14Veh# 322 2 123,275 123,275 2001 Int'l Dump Truck (324) 14Veh# 324 2 133,074 133,074 1999 Dodge Pick Up Truck (330) 14Veh# 330 2 19,500 19,500 2001 Dodge Pick Up Truck (331) 14Veh# 331 2 19,500 19,500 1992 Int'l Leaf Truck (366) 14Veh# 366 2 110,000 110,000 2002 Airman Air Compressor (382) 2001 Case Front-End Loader (312) 2002 Case Front-End Loader (316) 2001 Int'l Dump Truck (321) 14Veh# 382 15Veh# 312 15Veh# 316 15Veh# 321 2 3 3 3 T 23,000 129,700 129,700 115,075 23,000 129,700 129,700 115,075 2001 Dodge Utility Truck (345) 1986 Hudson Trailer (394) 2006 Ford 1-Ton Dump Truck (325) 2002 ODB Leaf Vacuum Trailer (361) 2006 Int'l Sweeper (361) Tax Assessor Public Works - Streets Total AF 15Veh# 345 15Veh# 394 16Veh# 325 16Veh# 361 17Veh# 356 3 3 4 4 4 130,600 522,424 46,875 15,000 58,395 494,745 42,120 42,120 195,075 195,075 46,875 15,000 58,395 42,120 195,075 1,384,964 D 2002 Dodge Stratus R Tax Assessor Total GRAND TOTAL 14Veh# 4 2 748,600 20,000 20,000 1,288,522 979,333 646,806 327,457 20,000 20,000 3,990,718 Thursday, April 19, 2012

ACTION FORM PROCEEDING: Legislative, Finance, and Administration Committee DEPARTMENT OF ORIGIN: City Manager’s Office DATE SUBMITTED: April 16, 2012 PREPARED BY: Scott D. Koenig, P.E., City Manager SUBJECT: Proposed Land Lease Agreement - Boys and Girls Club REFERENCE: N/A RELATED PROJECT: Wyoming Mill Road Realignment Project REVIEWED BY: Donna Mitchell, Controller EXHIBITS: Boundary Survey – Schutte Park Addition; Potential Site Layout – Boys and Girls Club EXPENDITURE REQUIRED: N/A AMOUNT BUDGETED: N/A FUNDING SOURCE (Dept./Page in CIP & Budget): N/A TIME TIMETABLE: N/A RECOMMENDED ACTION: Authorize the City Manager to negotiate and execute a lease agreement with the Boys and Girls Club for land at the corner of Hazlettville Road and Wyoming Mill Road, on which the Boys and Girls Club will construct a new Boys and Girls Club facility. BACKGROUND AND ANALYSIS The Boys and Girls Club approached the City of Dover several years ago about the potential of locating a new magnet facility in Schutte Park. The area under discussion has been a triangle-shaped piece of land that was donated to the City of Dover by Stover Homes with the subdivision of Nottingham Meadows, bounded by the rights-of-way for the new Wyoming Mill Road alignment and the former Wyoming Mill Road alignment. On January 14, 2008, following the recommendation of the Parks, Recreation and Community Enhancement Committee, City Council approved the following motion: Mr. McGiffin moved for approval of Schutte Park to be used as the location for the magnet site for the Boys & Girls Club, without being specific to its location at Schutte Park, and the stipulation that its use will not cause any current loss in field space for the CDSA, seconded by Mr. Hogan and carried by a unanimous roll call vote (Mr. Leary absent). Since this time, the Boys and Girls Club has been working on fundraising and planning for the development of this site. They have provided periodic updates to the Parks, Recreation and Community Enhancement Committee. With the construction and opening of the new alignment of Wyoming Mill Road, the Boys and Girls Club is preparing for submission of a Site Development Plan application to the City of Dover Planning Commission. In order for this application to move forward, the City Manager will need to sign the application as the property owner. In addition, the City of Dover also needs to be prepared to enter into a long-term land lease agreement with the Boys and Girls Club. The Boys and Girls Club is in the process of developing a site layout, which will largely be driven by the requirements of DelDOT with regard to entrance location. One potential layout of the proposed site is attached, along with a boundary survey of the land parcel in question. Staff is requesting that City Council authorize the City Manager to negotiate and execute a land lease that will take into account the various site constraints, including the entrance location and impact of the Source Water Protection Overlay Zone on the site. It is anticipated that once the right-of-way of the former alignment of Wyoming Mill Road is vacated, lot lines will be adjusted so that the Boys and Girls Club facility is on a separate lot than the remainder of Schutte Park.

x x R E T A W " 0 x 1 . X E x x .E x . U A R C H IT E C T U R E x .E E N G IN E E R IN G . ) U 41 D T Dover, DE 5+ 00 PC =4 15 A O CONCEPT DESIGN PLAN +0 3. 98 E L R 309 S Governors Ave Dover, DE 19904 D O 302.734.7950 D I Y NOT FOR PUBLIC DISTRIBUTION Salisbury, MD L B 312 West Main St. Suite 300 L Salisbury, MD 21801 E 410.546.9100 M D Wilmington, NC N G O 3205 Randall Parkway, Suite 211 D Wilmington, NC 28403 IN N A 910.341.7600 M B www.beckermorgan.com T A O E Y B BAKER, INGRAM & ASSOCIATES EX T W ( D 41 .T CONSULTING STRUCTURAL 4+ . EL 00 F ENGINEERS .M T E X O 1050 SOUTH STATE STREET . 1 .5 " L DOVER, DELAWARE 19901 (302) 734-7400 FAX: (302) 734-7592 . F .M O AT E EX X ER . BLAKE & VAUGHAN .G 6 " ENGINEERING, INC. C. W AS EX .E MECHANICAL AND ELECTRICAL . .1 ENGINEERS R. U 0" .E . TROLLEY SQUARE SUITE 24C U EX WILMINGTON, DELAWARE 19806 .6 73 (302) 888-1780 FAX: (302) 888-1781 "F .M. F. H. - 41 3+ AD 00 x x RO W E x X x . 1 0 " VI x x x x x LL PRELIMINARY E DESIGN CONCEPT ONLY SUBJECT TO FURTHER REVISIONS TE NOT FOR CONSTRUCTION NOT FOR PERMITS 41 2+ ZL ISSUED: 03/06/12 00 ET .E HA . U . E . U 12 12 12 12 FUTURE "PARK" PARCEL/LEASE AREA 4.00- ACRES PARKING (103) 41 PROJECT TITLE 1+ 3 00 12 12 BOYS & GIRLS . F .M CLUB 12 E PT X =4 . 1 HAZLETTVILLE & WYOMING 10 .5 +7 0. " MILL ROADS 36 STORAGE . 520 SF F .M DOVER, DELAWARE E X ( 100 SEATS) . 12 12 6 T BOYS & GIRLS CLUBS 12 12 " E EX 7 R A OF DELAWARE .T EX W .G FUTURE ADDITION E EL (10,000 SF) MALE X . AS LOCKER ROOM 1 370 SF GYMNASIUM 0 4,551 SF (PHASE 3) " . E . U .E . U GYMNASIUM FEMALE 4,550 SF (PHASE 1) 9,101 S.F. 410 LOCKER 607 OCC. AT 15 S.F. (ASSEMBLY - UNCONCENTRATED - TABLES AND CHAIRS) ROOM 1,300 OCC. AT 7 S.F. (ASSEMBLY - CONCENTRATED - CHAIRS ONLY - NOT FIXED) 370 SF +00 1,820 OCC. AT 5 S.F. (ASSEMBLY - STANDING SPACE) FC M ( 100 SEATS) STORAGE STORAGE STORAGE 140 SF 100 SF 100 SF STORAGE MULTI-PURPOSE ROOM 150 SF 2,000 SF 134 OCC. AT 15 S.F. (ASSEMBLY - UNCONCENTRATED - T T TABLES AND CHAIRS) PRE-SCHOOL CARE SCHOOL-AGE DANCE / MUSIC MULTI-PURPOSE CLASSROOM 1 CLASSROOM 2 ROOM 5 ROOM 6 1,050 SF 1,050 SF 934 SF 1,050 SF T T CATERING 27 OCC. AT 35 S.F. (DAY CARE) F. KITCHEN 30 OCC. AT 35 S.F. (DAY CARE) 30 OCC. AT 35 S.F. (DAY CARE) 30 OCC. AT 35 S.F. (DAY CARE) 260 SF . H. 12 12 STORAGE V. 110 SF STORAGE 100 SF W 30 30 30 VENDING 30 80 SF STORAGE SHEET TITLE . 2,177 S.F. E X RES 145 OCC. AT 15 S.F. (ASSEMBLY - UNCONCENTRATED - . NG OF CURRENT CORRIDOR GAME ROOM TABLES AND CHAIRS) 1 1,070 SF 435 OCC. AT 5 S.F. (ASSEMBLY STANDING SPACE) 12 .5 8 " F SITE PLAN 23 OCC. AT 50 S.F. (EXERCISE ROOMS) STORAGE STORAGE MALE 30 30 30 .M NNI BEG I TRI LI CLO STORAGE STORAGE SITE PLAN 80 SF 80 SF NE / SCHOOL-AGE INV.=48.75 ROOM 7 CTI ACTIVITIES ROOM SCHOOL-AGE SCHOOL-AGE 1,050 SF 1 CLO 2,177 SF ROOM 3 ROOM 4 FEMALE 1,050 SF 1,050 SF STAFF T T TOILET R. OFFICE SCALE: 1" = 30’0" ON L STAFF 12 12 BREAK ROOM 12 12 O. IT ROOM T COMPUTER 30 OCC. AT 35 S.F. (DAY CARE) P 1,538 S.F. 90 SF PLAYGROUND 15 OCC. AT 100 S.F. (BUSINESS) ROOM 30 OCC. AT 35 S.F. (DAY CARE) MECH RM 30 OCC. AT 35 S.F. (DAY CARE) W. EX. 500 SF 360 SF 34 OCC. AT 15 S.F. 390 S.F. I (ASSEMBLY - UNCONCENTRATED - 409+ NE 26 OCC. AT 15 S.F. WORK ROOM SPRINLER TABLES AND CHAIRS) STORAGE (ASSEMBLY - ROOM 18" OPEN OFFICE 100 SF 80 SF UNCONCENTRATED - 670 SF 00 TABLES AND CHAIRS) RC LOBBY / TEEN ROOM CONFERENCE CHECK-IN 402 SF ROOM FIRST FLOOR PLAN GHT TURN LANE 390 SF OFFICE 24 OCC. AT 15 S.F. 30,080 SF (ASSEMBLY - UNCONCENTRATED - PRO TABLES AND CHAIRS) RI BUI VEST 6 PER LDI INV.=49.02 NG TY 11 7 ST O M A RM W PARKING (184) FC TION I NT AT M 240’ 182’PAVEMENT ADDI EN E AN R M 6 12 6 5 17 Y. 5 S. AN 12 CE 0’ 15’ 30’ 60’ AG EA EM SCALE : 1"=30’0" 24’ 210’ 50’ SE 50’ 50’ 30’ EN 408+00 245’ ME APER FC GHT T RI URN LANE TAPER GHT T RI URN LANE T NT T 03/06/12 M ISSUE BLOCK F: \V8\ Proj ect s\2011\ 201110300\ dgn\ 201110300- plan- pref ered- W JS. dgn 12’ 72 PC = 313+84. PT = 318+79. 21 5’ 12’ 312+00 311+00 PC=407+303 .4 313+00 X XX/XX/XX XXXX 314+00 94 12’ PT = 311+74. 315+00 MARK DATE DESCRIPTION 320+70.21 320+00 319+00 317+00 316+00 318+00 PROJECT NO: 2011103.00 R.195 LL ROAD -C. NG MI WYOMI DATE: 11/02/11 407+00 SCALE: 1 " = 30’0" DRAWN BY: WJS PROJ MGR: WJS 405’TAPER FC ST PI RI NG PER DELDOT CONTRACT:300 -420 -2 160’ 02/07/12 C100 3/ 6/2012 M LEFTTURN LANE COPYRIGHT' 2010

ACTION FORM PROCEEDING: Legislative, Finance and Administration Committee DEPARTMENT OF ORIGIN: Parks, Recreation & Library DATE SUBMITTED: 4/19/12 PREPARED BY: Margery K. Cyr SUBJECT: Reading Garden / New Library REFERENCE: New Library RELATED PROJECT: N/A REVIEWED BY: City Manager and Controller EXHIBITS: Reading Garden EXPENDITURE REQUIRED: $123,000 AMOUNT BUDGETED: FUNDING SOURCE (Dept./Page in CIP & Budget): Parks, Recreation & Library CIP page 15 TIMETABLE: Work to begin in early May RECOMMENDED ACTION: Staff recommends City Council approval of the reinstatement of the Reading Garden to the new Library building project. BACKGROUND AND ANALYSIS On February 28, 2011, Council approved the EDiS contract for the construction of the new Dover Public Library with the following language: “If there are apparent savings during the construction, the City Manager may reinstate options to construct some features that have been removed from the project through value engineering and present them to City Council for approval.” Ground was broken on the new Dover Public Library in April 2011. Site work begins this week. During the value engineering process, the Reading Garden was removed from the project. Economies have been found in the Moveable, Fixed Equipment, and contingency budgets of the project which provide adequate funding to allow for the reinstatement of the Reading Garden into the building project. The cost of the Reading Garden will be $123,000. This will be funded through the savings found in Equipment and contingency budgets. There will be no increase in the total project cost. Staff recommends the Reading Garden be reinstated in the new Library project.