Council Workshop Minutes and Exhibits 1-7

COUNCIL WORKSHOP A Council Workshop was held on January 25, 2019 at 9:00 a.m. with Council President Slavin presiding. Council members present were Mr. Anderson (arrived at 9:14 a.m.), Mr. Sudler (departed at 11:13 a.m.), Mr. Neil, Mr. Hare, and Mr. Lindell. Mr. Cole and Mr. Polce were absent. Staff members present were Ms. Peddicord (arrived at 9:41 a.m., departed at 10:26 a.m., and returned at 12:18 p.m.), Mrs. Mitchell (left at 10:06 a.m., and returned at 10:09 a.m.), Mr. Hugg, and Mrs. McDowell. Mayor Christiansen (departed at 11:13 p.m., and returned at 12:37 p.m.) was also present. AGENDA ADDITIONS/DELETIONS Mr. Slavin stated that due to a number of members’ commitments, Mrs. Donna Mitchell, City Manager, had recommended changes to the agenda in an effort to adjourn by 3:00 p.m. Responding, Mrs. Mitchell recommended deleting Planning for FY20 Budget - Other Areas, scheduled from 1:30 - 2:30 p.m., from the agenda, and moving Strategic Goals to 1:30 - 2:00 p.m. and Closing Remarks and Council Comments to 2:30 - 3:30 p.m. Mr. Sudler moved for approval of the agenda, as amended. The motion was seconded by Mr. Neil and unanimously carried. OVERVIEW AND STATE OF THE CITY Mrs. Donna Mitchell, City Manager, read the following statement: Overview Our goal today is 1) to acknowledge the economic development that occurred the past couple of years and its impact on our revenue, and 2) to provide an understanding of the current state of our assets and the resources allotted to maintain those assets. Many of these assets were constructed as a result of past development activity similar to what we are experiencing today. As you are all aware, Dover provides an extensive array of services, stemming from governmental functions including public safety, planning and zoning, community services, parks, library, streets, sanitation, emergency response, administrative and central services, storm water management, wastewater utility, water utilities, and electric utility. Each of the maps (Exhibit #1) around you provides context to the size of the territory for each service and the quality of the assets that require long-term maintenance and future replacement. Another map demonstrates by color code all of the development that has occurred over the last 20 years (Exhibit #2). While the majority of the discussion today will involve our infrastructure assets and our challenges therein, we will also be reviewing for the upcoming budget request for resource needs in several other Departments due to increase demands on current staff that comes with our growth and regulations over the past 20 years. These additional requests are five (5) in the Police Department, one (1) in Human Resources, one (1) in the City Manager’s Office and two (2) part-time in Recreation. These are requests that have been made for FY20 Budget. The FY20 Budget is very,

CITY COUNCIL WORKSHOP OF JANUARY 25, 2019 PAGE 2 very preliminary, so, some of these requests may not stay in the budget, since I still haven’t done my review yet. Revenue Trends Our current year revenues are trending to budget when it comes to most of the lower revenue classes. The ones that are trending a little higher are covering a shortfall in police fines and red-light receipts. Major revenue sources that continue to exceed the budget estimate are transfer taxes, municipal street aid (increased by the State budget change this year), and property taxes due to the quarterly Billings on new development. Noteworthy is our 2018 revenues exceeded the budget estimate by $1.1M in light of Inspection permits, $299,000, Court of Chancery Fees, $147,000, and Transfer Taxes, $813,000. Our Utilities continue to tract to budget. Challenges Turnover and vacant positions continue to be a big challenge for the City. However, it also appears to be a challenge for several of our other local governments and employers. In 2017, we had turnover of 54 positions with 16 retirements, 3 deaths, 27 resignations, and 8 terminations. In 2018, we had turnover in 34 positions with 9 retirements, 18 resignations, and 7 terminations. We have 33 employees that can retire on non-FOP staff, 9 who can retire in the near future, 14 police officers that can retire, and 19 in the near future. When we break for lunch, I would encourage you to review the map boards and their legends to gain an understanding of the size of the system that comes under your governance. Mrs. Mitchell reviewed a presentation entitled “State of the City, Assets, Maintenance and Resources - Challenges, January 25, 2019” (Exhibit #3). Referring to the Sanitation Division, Mrs. Mitchell noted that the City only received two (2) applications for the new Sanitation Supervisor position. She explained that one (1) of the candidates was not strong enough for a supervisor position and the other candidate did not return staff’s calls, so staff would be starting over. Mr. Sudler asked how long the Sanitation Supervisor position had been vacant. Responding, Mrs. Mitchell explained that this position was previously eliminated and one (1) supervisor had been trying to handle multiple divisions; however, that wasn’t working, so she requested and Council approved the creation of the Sanitation Supervisor position earlier this year. Mr. Sudler asked if there was an exit questionnaire instrument for employees who leave the City. In response, Mrs. Mitchell stated that the Human Resources Department does an exit interview. Mrs. Kim Hawkins, Human Resources Director, explained that the Human Resources Department

CITY COUNCIL WORKSHOP OF JANUARY 25, 2019 PAGE 3 extends an invitation to civilians who are leaving the organization, however, it is not mandatory. She noted that she would not want to conduct an exit interview under a mandatory situation. Mr. Hare, referring to the issue of overgrowth in the alleys, asked if staff was notifying residents who need to trim back their trees. He noted that he was previously notified that he needed to trim back his trees or he would receive a fine. In response, Mrs. Mitchell stated that she was not certain that staff was notifying residents in all cases because the City was not keeping up with it. She explained that the presentation regarding the Planning and Inspections Department that Mr. Dave Hugg, Director of Planning and Community Development, would be providing would elaborate on this issue and the fact that the inspectors are unable to keep up with all the cases that they get on a daily basis. Mr. Neil noted that, unfortunately, there is going to be transition in her department. He asked whether, in her analysis, there were enough people available for her to do research and gather the information and materials that the City Manager will need now and in the future. Responding, Mrs. Mitchell stated that the current staff can handle so much of it; however, she thinks that the City has a real need for a full time position to research and write grants. She explained that there are a lot of missed opportunities because the City does not have someone focused on grants. She stated that she had looked at hiring a firm, however, a firm would not really be focused on the community because they have other clients. Mr. Lindell stated that he thought it seemed that there were two (2) issues: 1) the City is short-staffed across the board, and 2) positions aren’t being filled because people aren’t interested and the benefits and pay aren’t attractive. Mr. Lindell asked if there is a list of the complaints that each department receives. In response, Mrs. Mitchell noted that each of her major departments have a list of work orders, and staff is working on a written weekly report for her, so she can see what items are outstanding. Mr. Lindell stated that members discussed many of these same issues last year and he thought they needed to make some hard decisions. He explained that he thought they should be proactive instead of reactive in addressing these issues, like the upcoming retirements in the Police Department, for example. Mr. Lindell stated that he thought Council needed to start taking these issues seriously and making decisions regarding the level of service the City needs and citizens want. In response to Mr. Lindell, Mr. Slavin stated that he had been on Council for a number of years and he thought that members did take it seriously. He noted that there were a series of decisions made, some while he was on Council and some while he was not, which have made it very unattractive to be a new employee for the City, and he thought the City was not living with the consequences of those decisions. Mr. Slavin explained that the City has open positions for which no one applies, as a consequence of not paying well, not having good benefit packages, and no longer having good pension packages. He stated that the City is no longer an employer of choice in the area, but has become the employer of last resort for a lot of people. Mr. Slavin stated that the City also cut the levels of service and staffing, which takes a long time to recover from and the City has not recovered yet. He explained that if Council is going to have those hard conversations, they will involve discussions about raising taxes and revenue.

CITY COUNCIL WORKSHOP OF JANUARY 25, 2019 PAGE 4 Mr. Hare asked if Mrs. Mitchell was recommending a full-time, 40-hour per week grant writing position. Responding, Mrs. Mitchell stated that she thought that if the City had a full-time grant writer position, the City would be able to demonstrate that the cost of the position would be covered with the grants and if that is not the case, the position would need to be eliminated. Mrs. Mitchell stated that there are a lot of grants that the City is not utilizing and she thought it would require a full-time person to find all the grant sources. Mayor Christiansen stated that he concurred with Mrs. Mitchell’s observations in regard to grant writing. He noted that the Dover Police Department has a person who is dedicated to writing grants and they receive many grants. Mayor Christiansen indicated that there are a lot of grant opportunities available that the City was letting pass by. He stated that he thought Mrs. Mitchell was being innovative with her suggesting in hiring a grant writer and that members should trust her opinion in regard to the position needing to be full-time, until she reports otherwise. Mr. Sudler stated that he agreed with Mayor Christiansen, and suggested that the City contact Delaware State University (DSU) to ask if they would be willing to assist until the position is created. He explained that DSU had voiced that its willing to assist the City and he thought they had excellent grant writers on their staff who would probably be willing to assist the City at no cost. Mr. Sudler stated that he could help facilitate a discussion with DSU by reaching out to the president. Mrs. Mitchell, referring to Mr. Slavin’s comment regarding salaries, stated that one of her concerns is that the salary scale for non-bargaining positions had been in place for a number of years and only consisted of a pay range, and she thought the City needed to give the non-bargaining employees the same consideration in their salary scale that everyone else receives. She explained that the collective bargaining units negotiated pay increases for each of the steps and employees advance a step each year; however, non-bargaining employees only receive the increases that Council approves each year. Mrs. Mitchell stated that she thought it was unjust for the non-bargaining employees that their salary scale is never looked at in comparison to the market or adjusted. She advised that she thought it should match the current market for the Dover area as closely as possible. Mrs. Mitchell noted that she was not requesting any Council action at this time; however, she would be bringing proposals to address some of these issues forward for the consideration of the Council Committee of the Whole/Legislative, Finance, and Administration Committee. Mr. Hare stated that he thought Council needed to address the issue regarding the 14 retirements coming up in the Police Department. He noted that it takes approximately one (1) to one and a half years for an officer to complete training and get on the street and, since public safety is of primary importance, he did not think the City should wait for the officers to leave to fill the positions because the City should not be short 14 officers. Responding, Mrs. Mitchell stated that she agreed and she did not think the City should be short any staff because they are all necessary. In response to Mr. Slavin, Mrs. Mitchell reminded members that in 2015 then Police Chief Paul Bernat came to Council mid-year to request 10 additional positions because of upcoming retirements at that time. Mr. Slavin stated that, having learned from that experience, if the City is going to address this issue, it should be addressed through the budgetary process, not mid-year. Mrs. Mitchell advised that she planned to bring forward all of the requests for additional positions as part of the budget process.

CITY COUNCIL WORKSHOP OF JANUARY 25, 2019 PAGE 5 Mayor Christiansen stated that he concurred with Mr. Slavin that the staffing issues should be addressed as part of the budgetary process, noting that in 2015 the Police Department was facing a particular crisis. He advised members that 26 officers would be eligible to age out or retire over the next two (2) years and the City needed to be prepared since, as Mr. Hare noted, it takes time to put a uniformed officer on the street and if the City does not follow through on the rules and regulations established by the Council on Police Training, it creates a liability and puts people in harm’s way. By unanimous consent, the meeting recessed at 9:55 a.m. and reconvened at 10:06 a.m. PLANNING AND INSPECTIONS - CHALLENGES Mr. Dave Hugg, Director of Planning and Community Development, reviewed a presentation entitled “Activity and Personnel Comparison: The Past 20 Years, City of Dover Department of Planning and Inspections” (Exhibit #4). Responding to Mr. Slavin, Mr. Hugg advised that staff had looked at the option of the City no longer completing plumbing inspections and relying on licensed plumbers to put the faith and credit of their license behind their work. He explained that the City does not do electrical inspections and relies on a third party, and there are times when the City will accept a third-party mechanical or plumbing inspection either because the project is complex or just because of the workload. Mr. Hugg stated that he thought the decision was made several years ago to keep the plumbing inspections as an in-house function rather than relying on someone else. Mr. Sudler asked how often Mr. Hugg conducted staff meetings to gather feedback from employees regarding suggested changes to the departmental goal or vision. In response, Mr. Hugg stated that the Planning and Inspections Department has a Manager’s Meeting every Monday at 8:30 a.m., and a Roll Call Meeting every Thursday at 8:00 a.m. which includes every employee in the Department. He advised that the purpose of these meetings is to share that type of information, explaining that the Roll Call Meeting allows each employee an opportunity to comment on something that’s happening or an issue they have. Mr. Hugg noted that his management style is to walk around and talk to his employees and he is never shy about gathering a few of them to discuss a particular issue or complaint. He stated that he is proud of the fact that they all work so closely together, noting that it really is a team operation and the cross-training shows when you can walk in the front door to get your building permit, for example, and be assisted by the Fire Marshal. Responding to Mr. Sudler, Mr. Hugg stated that the City does not offer additional compensation to employees who have multiple certifications. He explained that there are provisions which require certain employees to have and maintain specific levels of certification, and the City does provide for those employees to receive their training and certification. Mr. Hugg stated that he would prefer there to be more money in the budget for certification and training. Mr. Hugg advised members that the current Code regarding vacant buildings and dangerous buildings was not working well, noting that people often take advantage of the exemptions without following through. He explained, for example, that individuals will often list their property for sale and provide the listing in order to qualify for the vacant building registration fee exemption, and as soon as they receive the exemption, they will cancel the listing. Mr. Hugg stated that staff is working with the City Clerk’s Office to bring forward an ordinance amendment for the adoption of the 2018

CITY COUNCIL WORKSHOP OF JANUARY 25, 2019 PAGE 6 International Property Maintenance Code (IPMC), which will include a new process for vacant buildings and dangerous buildings. He explained that most jurisdictions traditionally adopt the IPMC by reference in their Code and then include a list of exceptions; however, staff believes it would be better to insert the IPMC within the Dover Code with the City’s exceptions included, with the permission of the Code Council, so that there is only one (1) document to reference. Mr. Slavin noted that he thinks the City’s vacant building and nuisance property ordinances both need tweaking because people have learned how to work-around the rules. Mr. Hare stated that he was talking to Mr. Hugg about buildings in his neighborhood that had been vacant for at least 10 to 12 years and the fact that people take advantage of the exemptions when they have no intention of selling their property. He suggested that staff prepare an ordinance amendment to eliminate the registration fee exemption for having a property listed for sale, and instead refund the registration fee once the property is sold. Mr. Sudler noted that there are tree limbs on the electrical wires on the corner of his house, located at 5 Mishoe Street, and asked whether individuals need to call to report these types of issues or if inspectors also look for them when they are out. Responding, Mr. Hugg advised that if an inspector determines that there’s an issue with vegetative growth on the electric wires, they will advise the Electric Department because trees in wires is not one of the 26 items over which Code Enforcement has specific jurisdiction. He stated that, likewise, vehicles abandoned on the street fall under the jurisdiction of the Police Department, but Code Enforcement Officials will pass that information along. Mr. Sudler stated that he thought that the City’s ordinance requiring property owners to have snow removed from sidewalks should be amended to increase the time for seniors. In response, Mr. Hugg explained that he does not like to create deviations in ordinances and would rather have administrative judgment and apply it fairly. He noted that one of the issues that he and Mr. Hare constantly discuss is the length of time that individuals should be given to bring violations into compliance. Mr. Hugg explained that staff will try to work with individuals who have made a commitment; however, it is always a tough call. Mr. Anderson indicated that the fees generated by the Department of Planning and Inspections help the City expand during periods of economic growth, which are historically longer than periods of economic stagnation. He asked how the increased activity is related to the fees when it comes to staffing and other capabilities. In response, Mr. Hugg stated that the activities of the Department of Planning and Inspections are highly susceptible to economic volatility. He noted that between 2007 and 2009 the number of permits and other activities were substantially lower. Mr. Hugg advised that there this is one of the things his Department wrestles with. He explained that there was a lot of economic activity in 2018; however, there are not a lot of big projects in the pipeline so far for 2019, and they find that some blips in economic activity are simply a function of the complexity and size of the projects. He stated, for example, that Clearview Meadows, was largely built out in 2018, so it is likely that the City will see a slowdown in residential permits for part or all of 2019. Mr. Hugg advised that this variability makes staffing difficult, because you have to decide whether to staff for the peak or midpoint. He noted that utilizing a third-party service for building inspections is another option.

CITY COUNCIL WORKSHOP OF JANUARY 25, 2019 PAGE 7 Mr. Hugg advised members that he thought that 2018 was a pretty good year in terms of construction value and permits. He stated that the Department did about $170M worth of construction value permits in 2017 and that $170M is ultimately assessed and built into the tax base, and should appear in the tax revenues the following year. Mr. Hugg noted that the Department of Planning and Inspections has never used revenue as a measure of success because it is so variable, explaining that they could process 100 permits for single-family houses or one (1) permit for a 600-unit dorm and the revenue could be the same. He stated that, although revenue is an important consideration, he lets the City Manager figure out the implications of it, while he concentrates on the number of inspections. Mr. Hugg informed members that the number of inspections could be five (5) times higher than the number of building permits in a given year, explaining that each building has footings, foundation, and framing, so one (1) permit could require three (3) inspections that would only be counted once. Mr. Hugg noted that many projects also require mechanical inspections, as well as rough and final plumbing inspections, so the reliance on a single number might not tell the whole story. Mr. Slavin suggested that Mr. Hugg keep an eye on the correlation between the number of permits and the value of the construction being put in play in the City’s economy. Responding, Mr. Hugg stated that it is an important number. He informed members that the construction value on the residential side is much lower. He explained that the residential market in Dover tends to be in the range for starter, first, and second homes, and is down from where it was five (5) or 10 years ago. In regard to staffing, Mr. Lindell asked if there is any way to quantify the monetary and non-monetary losses the City endures with high employee turnover and the lack of filling positions. Responding, Mr. Hugg indicated that he did not know if there was a way to quantify the losses; however, in terms of the workload, staff somehow continues to get everything done, although it may take longer. He noted that they may do biannual inspections instead of annual inspections, but they still continue to complete the inspections. Mr. Lindell stated that he thought it would be important for members to consider the possible losses in time and money as a result of being short-staffed or having constant turnover when they are making decisions on revenues and expenditures. Mr. Hugg thanked Council for their support and cooperation, and urged them to advise anyone who wants to do business with the City, to meet with staff early to discuss their ideas. COST OF SERVICE - UTILITIES Mrs. Donna Mitchell, City Manager, reminded members that a new electric rate study and new rates were approved to try to get equity among the customer classes. She stated that since the study had the City increase the rates every other year to get the City where it should be for cost of service, she has asked Mr. Robinson, Electric Director, to bring the consultant back in prior to the next rate increase to validate the FY18 data to ensure the assumptions in the model are working as expected, as well as to provide Mr. Robinson training on the model so he understands how it works. Mrs. Mitchell advised that staff has requested a cost of service study this year for water/wastewater, which will provide recommendations for what the City’s water and wastewater utility should be. She noted that going forward members would see separate funds for the water and wastewater utilities. Mrs. Mitchell explained that the Finance Department used to maintain many spreadsheets allocating

CITY COUNCIL WORKSHOP OF JANUARY 25, 2019 PAGE 8 the costs between the utilities; however, because of the new Enterprise Resource Planning (ERP) System, they had separated the two (2) funds, as well as all of the assets and liabilities. Mrs. Mitchell reviewed a presentation entitled “Cost of Service Utilities, January 25, 2019” (Exhibit #5), explaining that she is proposing to establish two (2) new enterprise funds, for sanitation and storm water, in the FY 20 budget. She advised that the Municipal Separate Storm Sewer System (MS4) permit created a lot of burden on the General Fund for storm water maintenance and one (1) of the objectives is to make that a cost of service utility. Mrs. Mitchell stated that Kent County has done this and most municipalities are going in this direction, noting that the City of Newark and the City of Wilmington have both done so. She reminded members that the former City Manager discussed this with Council in 2016 and she had mentioned it during the FY 19 budget presentation as well; however, nothing had progressed, so she was planning to bring it forward in the FY 20 budget presentation. Mrs. Mitchell noted that the enterprise funds would need to be phased in. She explained that the storm water fund would go to a budget of $2.9M and she thinks charging a service fee to reach that $2.9M budget would be very shocking to some of the City’s customers. Mrs. Mitchell stated that she is looking at a transfer from the General Fund to supplement the costs for both new enterprise funds until they can become self-sustaining. Mr. Slavin advised that this is part of a philosophical approach to disaggregate services that have typically been under the General Fund and paid for out of property taxes, noting that the City has a large amount of nonprofit tax exempt properties. He stated that this service based model charges everyone a fair amount for what they use, so the burden isn’t on private property owners to offset the cost of services for not-for-profits. Mrs. Mitchell explained that once this process is complete, there would be a Governmental Fund and five (5) enterprise funds. Mr. Slavin noted that there may be more enterprise funds in the future. Mrs. Mitchell asked that members let her know if they have any apprehension in moving forward in this manner. She stated that Mrs. Sharon Duca, Public Works Director/City Engineer, helped her prepare the presentations, and she asked Mrs. Duca here to wait to draft ordinances until Council provides feedback regarding the concept. Mr. Sudler stated that he was pleased to witness the City’s workforce close to fully staffed. He indicated that every encounter he has had with the staff of the Customer Service Department has been very professional and courteous. He noted that he knew there were a lot of challenges in the past couple of years and he was glad to see that the culture of the workforce was changing for the better. Mrs. Mitchell stated that it is the D.O.V.E.R. team. Mr. Anderson asked what change Mrs. Mitchell was proposing that she wanted feedback regarding. Responding, Mrs. Mitchell explained that she was only looking for feedback regarding the proposal to establish two (2) new cost of service utilities, noting that she was not talking about rates at this time. Mr. Anderson asked if the new cost of service utilities would result in some degree of property tax relief since the City would be charging more in other areas. Mr. Slavin asked if it would result in preventing taxes from going up in the future. Responding, Mrs. Mitchell stated that she had

CITY COUNCIL WORKSHOP OF JANUARY 25, 2019 PAGE 9 considered these aspects and is continuously looking out for the best interest of the customer throughout the process. By unanimous consent, the meeting recessed at 11:13 a.m. and reconvened at 12:18 p.m. STRATEGIC GOALS, CLOSING REMARKS AND COUNCIL COMMENTS Mrs. Donna Mitchell, City Manager, advised members that the facilities staff was working on a plan to renovate the offices on the second floor of Weyandt Hall, formerly occupied by the State, and the Department of Public Works would be moving in the spring, and there was potential that after that the Human Resources Department would be moving to the third floor to allow for space in City Hall. She explained that if the new staff positions are approved, there is not currently enough space for them. Mrs. Donna Mitchell, City Manager, reviewed a presentation entitled “Strategic Goals, dated January 25, 2019” (Exhibit #6 Redacted). She informed members that the Facilities Manager provided an assessment of all of the City’s buildings, which includes the improvements needed and estimated costs. Mrs. Mitchell noted that some of the estimates are quotes from contractors, however, some are not, because many contractors do not want to provide quotes if you’re not doing a request for proposals (RFP). She stated that the Fire Marshal also compiled a list of all the fire code and building improvements that need to be made from his perspective and included them in a memo dated December 6, 2018 regarding City of Dover Buildings (Exhibit #7). Mrs. Mitchell, referring to page 10 of the presentation entitled “Strategic Goals, dated January 25, 2019,” explained that her proposal is to locate the new central facility at Garrison because the City has all the infrastructure in that site to get a return on its investment. She stated that she would like to have an architectural engineer analyze all of the costs and options. Mr. Neil stated that he thought that the best approach would be to invest immediately and start working on whatever the City is going to do with regard to a City Hall. He indicated that he thought it would be best to have a new, maximum secure building and save the money it is costing the City to maintain two (2) old buildings, City Hall and Weyandt Hall, with continuous problems. Mrs. Mitchell advised members that she is planning to bring forward a proposal for architectural and engineering design, as well as a review of the salary pay scale to the Council Committee of the Whole/Legislative, Finance, and Administration Committee. Mr. Anderson, referring to page 10 of the presentation entitled “Cost of Service Utilities, January 25, 2019,” asked whether the money was being collected for the White Oak and McKee tax ditches the City is responsible for and, if so, who gets the tax money. Responding, Mrs. Mitchell advised that the McKee tax ditch had an account; however, the balance was approximately $4,000. She stated that the taxes collected go toward the maintenance along those properties taxed and the City is responsible for the cost of maintaining the rest of the ditch. Mrs. Mitchell informed members that the White Oak tax ditch was defunct but was being reactivated, explaining that they had organized one (1) meeting and elected a board.

CITY COUNCIL WORKSHOP OF JANUARY 25, 2019 PAGE 10 Mrs. Mitchell informed members that the FY 20 budget would include narratives and mission statements, so the public can see the mission statement, responsibilities, and major objectives of each division. She stated that she will include the information for Council and requested that if members send any particular information they would like included to the City Clerk’s Office. Mr. Hare stated that he thought that even if a new City Hall is going to be built, the security issues in the current City Hall should be addressed immediately because there have been problems experienced and it would make employees feel safer. He asked whether Mrs. Mitchell needed Council approval to move forward with the security improvements or if she could proceed next week. In response, Mrs. Mitchell stated that she considers moving employees to Weyandt Hall and the security fixes temporary, short-term solutions, and in the long-term the City needs to look at the building. She advised that staff was currently getting Weyandt Hall ready for the move; however, she would work on developing a time line for the security improvements. She stated that if there is not money available in the current budget she will need to bring a budget amendment request forward for Council’s consideration. Mr. Slavin clarified that Council was not currently discussing building a new City Hall, it was part of a larger conversation about City-wide capital improvements and where they’re most effective. He indicated that members have some ideas about how to improve the downtown, but they are also aware of critical infrastructure needs. Mr. Slavin stated that if they are placing things in relative order, it’s not a first priority at this moment but that they can still begin the process of thinking about it. Mr. Lindell stated that a member of a City committee that is also a non-profit organization had expressed concern regarding the lack of a clear definition in Del. C., Title 81 regarding “by way of an investment” as it relates to taxation. He suggested adding a standing item to the Council Committee of the Whole agenda each year to address issues where there’s grey area. Mr. Slavin asked Mrs. Traci McDowell, City Clerk, to add this as a regular feature of committee agendas. Mr. Anderson asked if they would be discussing the Police Department and Library. Responding, Mr. Slavin explained that the agenda had been amended at the beginning of the meeting. Mayor Christiansen stated that he thought it would be appropriate for Police Chief Marvin Mailey to be present if members were going to discuss the Police Department. Mr. Slavin announced that he would not be seeking the Council presidency again in the spring. He stated that he still had two (2) years left on his Council term and planned to be fully engaged in that from a different role on Council other than Council President. Mr. Slavin stated that it had been his honor to serve Council, and he appreciated the opportunity and the confidence members had in him. Mr. Neil moved for adjournment, seconded by Mr. Hare and unanimously carried.

CITY COUNCIL WORKSHOP OF JANUARY 25, 2019 PAGE 11 Meeting adjourned at 12:39 p.m. TRACI A. McDOWELL CITY CLERK All ordinances, resolutions, motions, and orders adopted by City Council during their Workshop of January 25, 2019, are hereby approved. ROBIN R. CHRISTIANSEN MAYOR /TM S:\AGENDAS-MINUTES-PACKETS-PRESENTATIONS-ATT&EXH\Council-Minutes\2019\01-25-2019 Council Workshop Minutes.wpd Exhibits Exhibit #1 - Maps displayed by Mrs. Donna Mitchell, City Manager Exhibit #2 - A map depicting development over the last 20 years, displayed by Mrs. Donna Mitchell, City Manager Exhibit #3 - Presentation entitled “State of the City, Assets, Maintenance and Resources - Challenges, January 25, 2019” Exhibit #4 - Presentation entitled “Activity and Personnel Comparison: The Past 20 Years, City of Dover Department of Planning and Inspections” Exhibit #5 - Presentation entitled “Cost of Service Utilities, January 25, 2019” Exhibit #6 - Presentation entitled “Strategic Goals, dated January 25, 2019” (redacted) Exhibit #7 - Memo dated December 6, 2018, from Jason Osika, Fire Marshal, regarding City of Dover Buildings

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ne Rd Dela Ken t St Gree n B e ric ck S e ll lu ai wi l Ct Iv y Ha t C o Ed St lo w Cal llo ne in t Ave at al Ta Ct o li Fl le Ln t B ic en hi co tone C ge il St e ood ar Te Sw dw Fie ld s Ma p NC ld ir te n Cec y Ct a arw d s Hw Pl O C n ia l Blv ve B ri Kin g Pr os pect Pl ll A Ge ll S prin N Kir Mallard Pe in Dr or W a sh N Br Stone P a ul Edgehill Pew ge le Valley Dr Dr G reen Bl a d e kle Ct bb g to S in P k wo n St R ev e re Ct Cold Pe riw NW o Brook ton e Fu lt Pond r St w inkle gP y Dr n Dr ad fo Pl ision Shopping te r l l Pe nn E Div Corn Rid t on So m St od S Ave Clearview es t e r Ct Heatherfield Ct erse Pa rk Ke Peri Dw i g ht d St Se ge Center nt ca n Cir t a C ir Brandywine m e ri t Ct Meadow ly S w n r oh nn Pil o t Ci Dr SA Tuc k e t on S t lR d n Hu B Gree nw Av e J Carv er Rd Fu lt il e nh Ruth erford Ct Ch else a Ct Apartments S Br y Ci r G re Cranberry Ba row Ln Gree nway Matthe w a y Sq Ct is on ay Dr a rd Nob Hill Rd n a d fo Pl W Ham pton Dr Ma d Wes Run Fa lm 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of Transportation rw Co ff i De ew L a u re La rs M Rd e n ep Sh rb Ln N Ru on Paradee le ve Good en Ave e St on d eA Pin e Rd General Foods da hir ch on ys Ln un Morris Estate Center x P Sa ok Pu d ro bl i lv i llb c Safe ty B Wap les Ave Monroe Ter G S Brad ford St Morris Ln le va kAve Pa rk eu Legend Rd Sun set Ter Estates 2 it B it a Br ns sc Si Ave Jane ka Ln h Lotus S t a Tr ti n gn Ko Wes tview Ter a n gh op Sh Rd Shan k Rd ris Dr m M or Wood ford Dr D Dr e en r tr i c Av E ve rgre Ho rs Ele c Riverside en t Nottingham d Ev id ep on City Limits e es r Mobile Orch ard Ave rg Pr D Schutte Park re Meadows Wyo ming Ave en Rd Woodbrook Ci D es r r Home Park ar Roo sev elt Ave Roo sevelt Wo l Dr o dsedg e Rd Ave Roo sev elt Ave Voting Districts Carrolls Corner Ch rs Jefferson River ley Ter Wo o Shopping Center Ye d b u rn Chase D r a Cir Sherwood Capital Park River Chase Galaxy Dr Parcels rd Holly Dr Westwood Dr M a ll a Dr Apartments ve Hidden Creek tH wy ifte r A St e Lynnhaven Cre sc St Sta r e te Du p on n Co n nector Oa k D r w et S on Ru ne S ta rl ar che Building Footprints Rd Riverside Rd tC Pun La ton en t s in g se tD Ba L ynnhave n Dr Liv r Rd Bl u e B ne e e k Be n d li Cr Mer a rl Rd Beach Dr ha t ay li n Dover AFB d ow C Rd H orse p S W Ct ns La o nd R d le Ev a st Crossgates Ca ne an Baker S ir s Ln C a l St Turn Ma y C reek Ln Fiddle r s Grn De Water Bodies at sD ckl e r Cri Ave es Rd Dog wo od Av e ta n Buf Clearfield d oo Ja n gw Do Ct Apartments Rivers and Streams W in te r r be rry D Alde r Rd s Dr ne Ja Cir Ave Kesselring an Post Blv Ha m Tu rn e r Mayfair d Mock ing b ird Ave Ln nick Dr Ru d Old e Mimo sa Av Wedgewood Pine Grove Apartments Garton Ln Nottingham Maybe rry Ln Ct We bbs W ebbs L n Ln Kent Acres Dover Air Force Base Rodney Village 1 inch = 1,000 feet Date Printed: January 22, 2019 File: m:\mapdata\gis_data\projects \tech_mxds\cityoverview35x35 US Hw Department: Public Services GIS y1 13 City of Dover, Delaware *Estimated 2017 Population

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t Dogw ood Buft Pipe Dup 6. 156 Cleanouts Do tles gw P o s er oo d Corn Infiltration_Area W s i nte r b e rry st l es ne Clearfield Alder Po rner 7. 24 City Maintained Ja Ja Co Apartments ne City Boundary Mayfair s Kesselring Pos t Storm Ponds IA W/M Tur ne Water Bodies PO r Mocki ngbird rnors ick udn 8. 227 Ditches/Swales R Go v Old Parcels e PO Mim osa W Wedgewood /M IA Pine Grove Storm Ponds ont Apartments Dover Air Mayb D up Nottingham Garton Locust Webbs Force Base Point e rry H a man We bb l s Natha nie ont We Mi thchell Webbs D up bbs ssett Richard Ba Natha niel Kent Acres 1 inch = 1,000 feet Mitchell Clayton Hil l David oh n Colli n Joshua Rodney J s Be dford nning Date Printed: January 23, 2019 Gu Village P O W /M IA File: m:\gis_data\projects\tech_mxds l P aynte r ue m John Clark m Sa \stormwatermap30x40 ll he i tc M Na than Department: Public Works GIS i el City of Dover, Delaware Daniel Rodney

City of Dover, Delaware la w are Wilmington College Sanitary Sewer D e e ch T Ca m pus gh D up ro u on t D te up bo a ci on ar so St t at Sc As Del Tech e C Hw am y h or o 1 pu ug s a rb D e law ar e St Sc at pus e Te ch H nolo Tod d le w y gy rs Ca m 1 Te ch C am p us D Cedar Chase el aw a re Dover Mall Te Apartments c h W Ma rley Ce K da Ch as r e tic us ll arro D C ra wfo rd C R up on t D up on Stonebrook n eys t D en East Du o po e e on l la nd k Tr im m H ree nt lc on P e rs Mil rsi mm ll Pe erfa at s tic Ru W l ee h W Mol l rt Stonebrook ng Ku n a than y di rose rin Pri m M G Millcreek c Jo West en im m h ar Mic Gi D P ers Mil lc up K Su nnis re ek on ele re t W e lc h n d r all gh on tto Mo o Au y F ar Scarborou tmil l h Line Ve r re Fi n is Wild Meadows D Gr is up on n en re ell t K ar Ma u Pe r G si m m on ri s n en Dover Downs o ly tm i ll Ol d Car er av Su Le Plaza Be san We i ps on th th rd Be r M oo e Go ic McKee Road Mc K ee Du Ma po u re e n n Business t S u sa n ity rs Park e ve ta t i De Un or e S ty la G te d on war w r e S ta Dela i v e rsi Delaware State a ap Un M Ap De ow ril le l aware Sta t ns De University Glen e la U niversity D M ap U er e or ov le on e n at r gt ki St y D G len vi n e a r sit w ive r D D ns el Ho Do o ve s Co a Se North Dover n w Un w a bb Seskinore e Maple Glen at yh se St i v re er S or e a r ty si ta te Shopping l a w er si ty te rk a Farthing Woods De n i v la Un are St son O Ga rri w ys U ak ak n ne Center i versity do Delaware State te o w ea Ni University el a ge De te W bl hi lle ga M ic a D Long Garrison k St Co rt h d Point ware State re y Ol No D e l a w a rsi t la sic De iv ersi ty Tract e Meadows e U n iv eg ip oll Le Un Mi C ch cK De te at Dover M ae l a wa l re Oak Shadows Unive State ee rsity g e lle Ke nsin Co e gto n ll eg Co D ve up Mo Do Hem st ed on ur n in g Somerset t w Pu do Me rp a le Br a nd Park D M up ar Co l lege on tin y yw t wa F a ir in M e is College Road ho ita R lma l ry M i G re go is d ho W Ve ra on Business Park ic il lip Ja m i ps Ph so St ay n Le at C R e on e Silver w Hw y ell 1 University W h i te m a r sh Ni Mill m C Fox itz on n State Courtyard co w Ba Ni mi tz ell Apartments lle Towne Point Co ge C Meadows St on P ric Ba at w e ar fe e l on el k f c Hw Topa z st Je on Apartments y m Mi ller 1 Ge Je ff Moonstone eri c ha S tate nd oone To wn se Sc ch A wat S n ar Me ro n r bo Senators Long Point in ri o Hia so im n l u r ck Terry ro a er Hi a Bu Op ff ic w a th k e gh a ste Emerald Lake W in Dr a p e J es Sc e st Le p ore Buck es r Ve n tm cr tm in od W ho ue Pointe s te se o ak Towne Point r Med ho u ite o s W Wh Vi ol Silver W arnock ta An in tm ah es Re p Ov e rloo k ch Ma ri or Lake Overlook We ne Portm stm er r st re se Bay Tree in P o rt nt rush a ti ve k Oa Chatham Cove te in ni i te Baltray r Wh ste Ta nz a r i n ste l a k e er ve d eO Condominiums in m S ilv ar in h it s ar W est gs C W dW a A ug ern es am Bo g d Ol Vo nd Woodcrest usta qu in La Inv A W ltr ay Ta m O ak ir te r ke Fa White Oak r O l A co way Shante en el ld in Ba Ca s ed rd f ie C Mc Do w W n Troo Pi k Vondaway wich rn ha Ga ar tm n in d rn d a Ch a Ba ou m ar O ea a G W t ha R th Blac kh Farms sti bo es Hidden re e e ar m S an d yT St ke Towne Point la Ea East Lake ick oy Oaks st y M th H ll e stw cK Apartments Va ee e Ann P re Gardens P in re Fo st C es en so at Su le s y d ed ev St Retreat le re y rty uir ns r ip Ma ag e nn St Fox Hall fie k cA r th u r a et W he Ke l Al se Ei er z Tea P ne M on Brad Patr S ta t e lv e Manchester n S i ak ew G le nh vi o er y L le Ma ic k L ke ow Oa kmont La Square a le lor W ilso n A co ed Qu y yn n te pl t a il Ta er Sta Do rna in s Ho W a lk ri al Ro v er S u va Long Oakmont park Sa ne o rn Lo Me m on White Oak ll ck Point st T re e n ad ow ow si d e nte r rr i s fo A dcre st Lake e met e ry Ce Lake Club Me rden Ha Ga W oo C over tD rd Farms zo wn The Hamlet Al Pa trick a Fre Apartments c Bu Hancock on Bro r n re st ors Vi tt n d Lynn ry oo Apartments rg A co na ar Sa W Tu ti o er er n ria in t in olu Oakridge e rg emo An ia Patrick Re v rn dre Fo Go ld Old v eM ws Lynn Independence V Hopkins nt es id W F or ood ill er Be Ironw s ry ge ag R os Ce Do v O er is Lak Cem ete llri Carol Street ill v e at Mapleton Village e ak Development e L ake nt Turn be r O Ce Square r nsyl v at Dov Cobbler P en l Hitching an er Tho nt r d view Post woo ia y Ke Fair rnto T urnberry Caro Ame Nixo er Baltusrol m Heritage Cly n Turnberry r mbia Capital Ta y Colu n lo a ge ri ca l Arbor Vill A co cia Lexington Glen Sp a n Av Ac a on ru Healthcare rn is K en Ma d nc i o to o ton en u P en Ma h Lon e Wi Mont t Brad D upo Acorn Wes Governors Sc Mi ts ng et nsy lv e ed Blanc h ill g an gP ford ge olas ch Fo M Nich nt Ed Du Chestnut Grove ot oin Village at n ey er y ybroo k Farms ania Square As h Shin iot R od S h ad Dupont t Bla t ne c Patr Liberty Court e S o ck on A ve Gir l Westfield am McKee Branch o at Willi sti La Lind Apartments tc Wha rg Arl be gton ou ke nc Concord hin ew co u Was Ca vi Up en rn P ea Teak Four t lan Fox Clara Lexin r om gton d Ca Ha z e Kle i Little m Division e ltin ed Gr Seasons Edgehill er Clara State Creek n on e Fre en ple hill Park w Ke H a ze l L ew is M ill Ma tick Fox Hall West ay nto Libe rt tS n y Ben on larati Clara t Bunker D ec nd a er la co Wa Ma ry e lk o rn lu y Bu r Ke n M a tte rh B Little Creek Co in to g n an n S e Ri Tr Freedom kerm ot Ed Fox Barr w h Looc Bicentennial dg ee Smit Ed ingto e ee ge tg u m x Me le n Fo l l p on l Ma hil Ha te h g em p ligh r Village III L am eti ng e n English Village S prin rd Ma ry t g fi e le P en ld bb Ga Pe ey ou se g ll sti e Cobbl r Clara n sy rin lse y Va ou estone Ei g e Sp Ha Fox t al rn la de en il lvan Ca Heatherfield C ec ex ss B in H a rro w n nt Ame E e ny re ia H a ll Colo Hall West Ge ttysbu Co Aha m rican ware G rg t l d Dela ai l w In ic k Ivy Hal ep K en Ed l lo Addition w a line rt en ge Ca llo a ro ld w O i nt le s S a a tone Ma p King de Ta t d C hill o l Fields il M ell rwo Fl C ec Sp a ial ld w Edgehill nc Te Co ld Bria B ice nte n n Du e Prospect G eo po n rg W i ng to Shopping nt ash e ring inkle B Stone P a u l Re Pe bble Valley P e riw G reen Bla d e n Fulto ion Center S ton Heatherfield ro Pe w Divis nt ey ok P en on e Corn Clearview lin ve re er t Ke erse ro drow te r S ew n Ca Woo an East ht Ri d Park Dw ig Ame Brandywine S om Meadow ew n ot ge ly S oh nB o Pil n Hu n ro R ou Du Pil t a Ba n n J ree Carver Fulto rica ent po Tu c l ya ke t h il Apartments C h elsea Gre Kir k wn nd re Gree n rd nt e t G re Greenway M atthe w Ruthe rford d Cranberry e n w ay is on woo ion Nob Hill Ma d Ru n Divis bb Stoney Ham pton Brad Sauls ow Ba Green tree Andrew to rfi e ld Ke Wes ad Run He athe Cranbe rr vin ford Bu B ty Sh o Fa l m outh Ha mp t on u nn ar y n bury n ne ll el l rso t Par Have n Co r Wes n pe Afto n Jeffe Lady Bug Mori Aft o n Fa ur Inno Cameo Reed p er Dover t sid i rw Jo h h Ma rs k e ay Cree Co on C oo n Yarmouth ms an un A da vati ckerm nH Bro Regent Marsh Creek L ake Forrest Forest State Loo w Crossing For untry S igna l Pine Grove rm an rch n cke ow JH Loo Cour s Country Village t Br Co za es Forest Stre P la n o na B e ra nd d t R ee s N ew Farms South rt a Gibbs Plaz Ba et Ki ng M June an Ingram Ba Apartments Bedford Minor ke rm Un y Mon arch Looc B rrister ay Bert rand M ite d ther her King M artin Lut Gateway West gJ r Lu r Jr Mer Barrister Place r Kin Bennington Linc oln e ti n J i lr in Luth a r ing Court M a rtin Luthe r Littl e Cre e Coun Ra Ma rt K King Jr k Margaret Shopping Lincoln Park ff try Holmes Faw n Mi Dover High oa Little Creek Davis lin an ay d Farmview rm River Loo cke Center B F ed ont School Paul Vine Jr Ne w Ca Jawd eral ing stle er K D up Jeru e Reese Go v Luth en G re in Farmview The Ma rt n Ch e rr rti salem t on Benn i ng rnors Ma Davis E as L eg Robe r Do Ir ma Kent ta y t s k Commerce aye B an isla ve Clare Woodmill n r Simon Si m o Le rH hte r lle Trafa lg lau g tive Wa Mi H Simon Circle n vy Woodmill S He h a Barl ig r n ce te r Ha ue u Water Co Apartments Co Bl sle Maggies Ma rg a Water wg Minim Enterprise rt Capital t k is B an Mi ff Water ill Ot Blue ate lin Si m S ho on R ees Legis Village Business tgun Kerb Green ng wl er Hen Sussex e r Lo d Sim Wate lati v Blue n Fo MCD of Westover Park in H la aw et Hen Is Cr on tre B an en e Apartments S H ue rd tt Bl fo ning El m bi ade e N W or che st e r Schoolview ib ar o r th d o w n Collins Tr P Com merce n n C omm erce He to e Ki m ber t Blu n es M Commerce Tudor lin Fair Trib llh iff oa e S tat bitt Br To ro ds ou Rive r Industrial B irs se Beiser ad ta th ss S ou g Cro sta i in A Lo S he ldra ke Cha rr Park ey ge Ke se r sn ft la rs on a Enterpr i m a gt Bay Court lu nd n n in n He Pe Cannon Mill P ue Blue Hen n B lue Bl Kent Qu Plaza ee r Sc ull Te H en Corporate es ss General y We am Nor th Wem es sto Th Ha zle tt ville rry m v n be Ja er Gree Ja m es Ja e s We t Hospital Ba ue Bl n He Center e rgy J m En y oore s M A nn Blue fre Hope Eden ef Hen Bulld General Foods kin Ruth a rac y Stover Lly S ack 1 n a e n y tr i ill W Hwy ffe rt rs Hill od og Ho ep Ka Qu yo La Gagen Ba m e ly on Ridg y in State d ffic g C Farm The Beeches Tra M i rc Dover Ho k il l Sh le ic rs e ld r a k e er Hw y e rbyshi re ov 1 W po St Department of De n nd rto C r an u Leste B rwo od c to S ta te no ne Transportation ew he n el on N S ur Ho ill M C La r ale Ru n rs e nd Paradee n po xo Gooden he o nd Sa nc ok Pu Legend ro s r Morris Estate Center Gi l lb eka Lotu cto Ja n N n e ti o nn TO Pin e rta o IN G Pu blic S a fe t y po nC L Waples ns Ru EL Tra on ale he Monroe uv un c Bradford Be W scha k on Sewer Line P Sunset Morris K Park i tt si t an Br Tr Estates 2 ingh Lotu s am Size Si Nottingham Sh gn ic Morri s op El ectr Woodford Ho Shank rs e en Meadows Ev ergre po nd 10" Ev e nt e rg id Orchard r e e n Ev es Schutte Park e rg Pr Riverside Wyom ing re Woodbrook e n 12" Charle s W e stvie Mobile Home Roosevelt Park w Carrolls Corner W oodse dge 15" Wyoming Jefferson Rive r y rsl e Shopping Center Ye Woo nt Chas e po a db urn Monroe Capital Park Du River Chase 16" Sherwood Apartments Ga laxy Holly Westwood n t rd M a ll a po Du 18" Hidden Creek Connector Starl ifter S St tate onnec tor Punche on Run Crescent Run C Lynnhaven St re Oak e on 20" et ew n ar P un ch sto ing Riverside B ay t nt lin Ba Liv er po Isle M Du al d ne er seli Bl B ay Lynnhave n Em B ue 21" li ff nd sC me C re e k Be e ac h ng o K i ile H wl er b Fo Mo e H orse S h a d ow stl pond Ca 24" s va n Crossgates E Baker S ir Canal Turn s Ma y Fid d l 27" e rs reek De at B ay C s kl e Cric ont an Buft 30" Dogw ood Sanitary Sewer Statistics: Dup Clearfield Do gw Apartments oo d 35" 1. ~160 Miles of Pipe W s i nte r b e rry ne Alder Ja Ja ne 36" s Kesselring 2. ~33 Miles of Force Main Pos t /MIA Tur ne OW 4" Mayfair P r Mocki ngbird 3. 3,884 Manholes rnors ick R udn Go v Old 6" e PO Mim osa W Wedgewood /M Pine Grove 4. 44 Pump Stations IA 8" Apartments ont Mayb D up Nottingham Garton Locust 5. 12,000+ Laterals e rry Webbs Point We Force Main H a man bb l s Natha nie ont We Mi thchell Dover Air Webbs D up bbs (2,737 Mapped) ssett City Boundary Force Richard Ba Natha niel Mitchell Kent Acres Base Clayton id Hill Da v 6. 111 Mapped Cleanouts Water Bodies oh n Colli n Joshua J s d ing Be ford nn Gu Parcels P O W /M IA l P aynte r ue m m Sa l John Clark he l Rodney i tc M 1 inch = 1,000 feet ie l Village Na than Daniel Rodney Date Printed: January 23, 2019 File: m:\gis_data\projects\tech_mxds \sanitarysewerrmap30x40 Charles Polk Department: Public Works GIS City of Dover, Delaware US Hw y1 13

City of Dover, Delaware Wilmington College Water System Ca m pus gh ro u te D up bo a ci on ar so t Sc re Tech As Del Tech a aw St D el at e Hw y 1 pus Te ch Tod d le nolo rs Ca m gy C am p us el Cedar Chase aw D a re Dover Mall Te ch Apartments Campus W Ma rley Ce K da Ch as r e tic us ll arro C ra wfo rd C R D up on Stonebrook s n ey t D en East o e e on lla n d Tr im m H r ee k on P e rs ill c m M rsi m ll Pe erfa at s tic Ru W ee l h rt Mol l Stonebrook W Ku y Su in g rose a than nd Pri m tton M G ri c Jo n West en im m h ar Mic Gi P ers Mil lc nnis re K ek ele re W e lc h d r all Au o Mo F ar gh Millcreek y on Scarborou h Line re Fi n is Wild Meadows D ll up e on Ve rn t G P e r simm o n ri s ur n Dover Downs Ma o ly tm i ll Ol d Ca r er e en av Le P laza We i ps th r Be M oo e ic McKee Road Mc K ee Du po Business n t S u sa n Park G or d on Delaware State De l aware Sta te ow ns Ap ril University U niversity D M ap er e or ov le on n gt ki Ho D G len n vi bb s Co yh Se Maple Glen Seskinore North Dover se are S ta or aw rs te e l ive ity Farthing Shopping D n son O Garri ys U ak ak Woods n ne Center te o De Ni e W leg te bl hi l u ga ic Mo Long Garrison Co wl rt h k ark d Point Ol No do rni n sic Meadows Tract ip Me a gD Le ov Mi ch cK e at Dover M ae l Oak Shadows ee g e lle Ke Co nsin gto n D up Hem st on ed Somerset t Pu rp w do le Br a nd Park Me M a ar Co l lege ti n ay yw w F a ir in M e is ita ho R lma l ry M i G re go is W ra College Road ho Ve ic il lip Ja i ps Ph so St d n at ym on e Le e Ra Business Park Hw y 1 University W h i te m a r sh Ni Fox m i tz n State Courtyard Ba co Ni mi tz lle Towne Point Co ge C Meadows St on Silver Mill e P at w on ar e ell Topa z st k Hw Apartments m y Ge Mi ller 1 Moonstone Apartments Emerald Pointe nd oone To wn se Sc ch A S n ar Me ro n r bo Senators Long Point in ri o so ck al r im u n ro Terry Hi a er Bu f Op ic w a th ef k gh a ste Lake in Dr a p e J Sc e st Le p ore Buck es r Ve n cr tm od W ho ue se o ak Towne Point Med ho u ite o s Wh Vi ol Silver W arnock Westminster ta An in re Ov e rloo k Re p ch ah Ma ri or Lake Overlook ne Portm r Bay Tree P o rt nt se rush a ti ve k Oa Chatham Cove i te i te Baltray r n Wh Ta nz a e m i n ste er ve l Oa k Condominiums in S ilv ar it e s ar W est gs C Wh A ug es am g Ol d ern Bo d Woodcrest usta qu in a La ltr ay Inv Ta m O ak A ir W Vo nd ke Fa White Oak r O en A co Ba Ca Shante e ll ld n ed Pi wich Troo n rn m rd Mc Do w f ie W way a Ga ar in d rn th d Ba ou O ar ea C G R ha Blac kh ak Farms sti Vondaway bo re e S an d e yT ar St Hidden ke Towne Point la i ck oy y M th H ll e stw Oaks cK dy Apartments Va ee Ea e in e Ann P re P nn st re Fo st C Ke es en so at Su le s d ev P arty St Retreat le re y rfi ns r ip Ma e St el ag Fox Hall k c A r th u r et W he Al se e ui Te Ei a z k ad La ne M on Br Patr S ta t e Manchester n ew nh er G le vi o ilv er le y Ma ic k L ke ow Oa km ont La Square S a le lor W ilso n ed Qu y yn n r Do pl nt a il Ta al ke rna v Woodcrest Duplexes i W S u va Long White Ho Ro er Oakmont park s Lo Sa ne ll ow on ck Point st n ow s T re e A ad nter rr i fo dcre st Ce Lake Club Me rden Ha W oo over Oak Farms Ga tD rd Fre Mapleton ors wn ar The Hamlet Virg in a Apartments Bro c Hancock ia r n re st Apartments er n d ry oo u A co na Sa ti o Square T Go W ria in t ge olu v emo An or Re v rn Carol Street dre F Old eM ws Independence V Hopkins es id Be w oo d ill s Iron ry ag R os Bu Lak Cem ete llri Development v e tt n Village e er ak W e L ake O nt il l is Ce nsyl v at Dov Cobbler P en l Hitching Post an er Tho nt r d view woo ia Ke Fair rnto T urnbe rry Caro Ame Nixo er Baltusrol m Heritag e Cly n Turnberry r mbia Capital Ta y Colu n lo ri ca l Arbor A co cia Lexington Glen Sp a n Av Ac a on ru Healthcare rn is K en Ma d nc i o to o ton en u P en Ma h Lon e t Brad Acorn Wes Governors Sc Mi ts W et nsy lv e h ill ing M g an gP Fo e d on ford ge olas ch t Ed Nich Du Chestnut Grove oin Village at ot n ey er y ybroo k Farms ania Square h Shin iot a nc R od S h ad As Dupont t ne c Patr Bl Liberty Court ie S o ck A ve Gir l Westfield am McKee Branch o at Willi ust La Lind Apartments tc Wha rg Arl be gton ke rn Concord o hin ew co u Was vi Up en Ca om P ea Teak t lan Fox g Clara Lexin r ed gton e r d Ca Ha z e b Klein Little Fre m Hom Division e ltin Gr Edgehill er e State Creek on en ple hill Park w H a ze l L ew is M ill Ma tick Fox Hall West ay Libe rt tS y Ben on larati Clara t Bunker D ec lan d oa er Wa Ma ry ec lk o rn lu y Bu r Ke nt M a tte rh B Little Creek Co in o Bicentennial g n an n S Four e Ri Tr Freedom kerm ot Ed Fox h English Barr w dg ee Smit Looc Ed ingto e ee x ge tg u m Me le n Fo l l p on Village l Ma hil Ha g em Seasons te h p ligh r Village S prin L am eti ng e n Ma ry rd t III g fi e le P en ld bb Ga Pe ey ou se g ll sti e Cobbl Ei g e r Clara n sy rin lse y Va estone Sp ou t Ha Fox al rn la de en il lvan Ca Heatherfield C ec ex Ha r r o w ss B in Ame n nt E e y re olon ia H a ll C Hall West Ge ttysbu Co Aha m rican ware G rg t l Dela ai l Ed w Ivy Hal lo Du k ic K en ge al Addition ow po line rt Ca l a ro ld w hill l O i nt le s S a a tone Ma p King nt Ta t o d C l il ell rwo a Fields S Fl ia l C ec M ld w Edgehill Co ld Te B ice nte n n Bria Prospect G eo Mallard ton e W rg Shopping pring ashi ng Inde inkle B Stone P a u l Re Pe bble Valley P e riw G reen Bla d e e n Fulto Pond pe nd ion nt Center S ton Heatherfield on ey ro Pe w Divis P en ok Corn Clearview Ke nce ve re er t erse w te r n odro East ar o li n e Wo ght Rid Park Dw i C S om Ame e Meadow h S ge ly Jo wa Hu n Brown Hampton n Du o Pil t Ba n n n rica n Carver Fulto po Tu c l ya ke t C h elsea h il Country Club Kir k Gree n rd nt Square Greenway Ma tthe w Ruthe rford d Cranberry is on woo Nob Hill Ma d n Apartments bb Brad Cranbe rr Sauls ow Ba Green tree Andrew to rfi e ld Ke Wes ad y Ru Run He athe vin Ham pton ford Bu ty Sh oo Fa l m outh bury n ne ll ar rso n t Wes C per n Par ide Afto n Jeffe Lady Bug Mori Aft o n Ha ven urts ay Inno Cameo i rw Reed Dover h Ma rs k Fa kes La R Cree Country Co n Yarmouth ms on an Regent ou A da n vati kerm Bro n d tre e Marsh Creek Forrest c Divisio Loo w Forest State Pine Grove Crossing Village JH Forest Stre a rc Farms South h d Sign a l R ee n s N ew laza Mo Gibbs et Apartments June Ki ng an P Ingram Ba Bedford Minor ke rm Un Looc B rrister ay ite d Gateway West Mer Bennington Bert rand Barrister Place Linc oln Coun i lr Court M a rtin Luthe r King Littl e Cre ek Ra Jr Margaret Shopping ff try Holmes Faw n Mi Dover High oa Little Creek Davis lin an d Farmview o cke rm River Center Lo F ed g Jr ont School Vine in Reese er K Lincoln Paul Ne w Ca stl Jawd eral Luth e D up e Jeru Go v G re en Ma rt in Farmview The Park n Ch e rr rti rnors Ma E as salem Davis L eg Robe r Do Ir ma Kent ta y t ayes k Commerce B an isla ve Clare Woodmill Si m o n r Le lle rH Mi H Trafa lg r tive Simon Circle hte n vy Woodmill He h ar lau g Bar l ig S n ce Ha ue Co u Apartments Water Co Bl sle Maggies Ma rg wg Capital Green a Enterprise rt t Minim k is B an Mi ff ill Ot Blue ate lin S ho R ees Village Business tgun Kerb ng wl er Hen Sussex e r Lo d Wate n Fo MCD of Westover Park H in la aw e t B an Is Cr re Apartments St rd tt fo ning El m bi ade e N W or che st e r Schoolview ib ar o r th d o w n Collins Tr P n n C omm erce He to e Ki m ber t Blu n es M Tudor lin Fair ib ey Tr llh iff e sn S tat To Blue Hen r bitt Br ou Rive ea r Industrial se K Beiser oa Corporate th ross i S ou ing C ta ds Pu A Lo She ldra ke Cha rr b li c e Park ag se ft la Sa rs Enterpr i Center n fe um Pe Bay Court Pl nd n ty i n gto n n Kent Qu Plaza ee r Sc ull Te Cannon Mill es ss General y We am ttville Nor th Wem sto Th Ha zle y n v er n berr He Gree ue Hospital Bl Ja We m t e rgy Je re En M oo es s a A nn Hope ffr e n Eden tr i Bulld General Foods Ka y kin Ruth a rac Stover Lly e n S ack y ill W ffe rt rs Hill od og Ho ep Qu yo La Gagen Ba m ely on Ridg y in d ffi c g Ci Farm The Beeches Tra M rc le il l Dover k Sh ic e ld r a k e er Hw y rbyshi re ov 1 W De n St to C ur r an Leste B rw o od c to S ta te no e ew he nn n l Department of N S re Co Ho ill Lau r M d ale Ru n rs e Paradee x on Gooden o n po Transportation he nd Sa nc o ok s Pu Morris Estate lbr Center Gi l eka Lotu Ja n N n TO ti o G Pin e rta IN po L Waples ns EL le Tra Monroe a uv Bradford Be W schak on Sunset Morris K Park Sherwood 2 i tt si t an Br Tr Estates 2 ingh Lotu s am Si Nottingham Sh gn Morri s ic op El ectr Woodford Ho Shank rs e e en Meadows Ev ergr po Riverside nd e nt id es Mobile Orchard Schutte Park Pr Wyom ing Charle s Woodbrook W e stvie Home Park Legend Roosevelt w Carrolls Corner W oodse dge Jefferson Rive r y rsl e Shopping Center Ye Woo nt Chas e po a db urn Monroe Capital Park Du Sherwood River Chase Water Mains Apartments Ga laxy Holly Westwood rd M a ll a Hidden Creek Connector Starl ifter S St tate Punche on Run Crescent Oak St re et ew Lynnhaven Riverside ar nt B ay n t po sto Du ing n Liv Lynnh ave Bl le d Is B ue a li ff al se sC me er B d C re k Be n e ac h ng o Em e K i ile H wl er M e lin b li n Fo Mo er S h a d ow H orse e po nd es stl Postl r ns Ca e Crossgates Eva Corn Water System Statistics: Baker S ir Canal Turn s Ma y Fiddlers reek De 1. ~228 Miles of Pipe at C s B ay kl e Cric on an t Dogw ood Dup Buft Clearfield 2. 9,775 Valves Apartments W i nte r b e rry s ne st l es Alder Po rner Ja Co 3. 204 Reducers Kesselring Pos t IA 4. 156 Dead Ends W/M Tur ne PO Mayfair r Mocki ngbird rnors ick R udn Go v Old 5. 1,827 Fire Hydrants e PO Mim osa W Wedgewood /M IA Pine Grove 6. 21 Production Wells Apartments Mayb City Boundary Nottingham Garton Locust Webbs Point e rry Dover Air H a man l Natha nie 7. 7 Water Towers ont We Mi thchell Webbs bbs Force Base D up Water Bodies Ric hard Basse tt Natha niel Mitchell Kent Acres Parcels Clayton id Hill n Colli n Da v oh Joshua J s d ing Be ford nn P Gu O W /M IA l P aynte r 1 inch = 1,000 feet ue m m Sa ll John Clark he Rodney i tc M ie l Village Date Printed: January 23, 2019 Na than File: m:\gis_data\projects\tech_mxds Daniel Rodney \watersystemmap30x40 Department: Public Works GIS City of Dover, Delaware Charles Polk US Hw y1 13

City of Dover Electric Facilities CITY OF Meters 24,794 (Total Active Customers) Poles 12,477 DOVER System Peak Miles of Transmission OVH & URD Lines 176 MW - July 18, 2012 43 linear mi. DELAWARE Miles of Distribution Overhead (OVH) Lines 135 linear mi. Miles of Distribution Underground (URD) Lines 291 linear mi. Total Miles of T&D Lines 470 linear mi. Total Distribution Circuits 51 Total Substations 16 Total Generation 147 MW Total Substation Capacity 295 MW Cartanza Tie Transformer Capacity 693 MW Total Distribution Transformers 3964 (58 are Customer-Owned) Total Employees 35 (Total City Emp's = 364) Total Electric Service Area 75 Sq. Miles Total City Limits Service Area 24 Sq. Miles M AL ER EZ CU AC TI H O DR W . AY . DR H AC AL EZ DR. KA BALTHASAR LL LAERTES DR. ALEZACH DR. IS TO CT . ALEZACH DR. CAPULET WAY CASSIUS LN. CASSIUS LN. BALTHASAR DR. OPHELIA WAY LAERTES DR. H DR. POLONI US LN. ALEZAC POL LAERTES LAERTES DR. ONI DR. TYBALT US LN. LN. EUS WAY MORPH TYBALT LN. P.9A ID.7998 P.4 ID.12749 P.9 ID.7999 P.3 ID.12748 P.8 ID.8000 IV E P.7 P.2 ID.9501 ID.12747 DR D OO NTW P.1 KE ID.12746 . P.6 ID.9502 CARTANZA 69/230 DR TIE SUBSTATION O OD NTW A-Frame A-Frame ID.aw02 KE ID.aw01 Cartanza_SUB P.5 ID.9503 P. ID.10202 SA CR P.4 EM EN E TO E ID.9504 IV IV DR DR .DR D D IVE OO OO X DR NI NTW NTW OE PH KE KE PH OE NI X DR IV P.2 ID.9505 IVE E DR PH OE FE NI A X NT DR SA IV E OL YM P.1 ID.9507 DR . PI A DR IV P. ID.10203 E E IV D DR OO D TW OO EN HE KE NTW K FE DR IVE LE NA DR P.5 ID.9508 A IV NT E SA BO IS E DR P. IV E P.4 ID.9509 ID.10204 BI SM AR K ST RE ET DR IV E P.3 ID.9527 LE NA HE DR P. ON IVE RE ST ET P.2 ID.9528 ID.10205 E K ST AR SM BI ID.9529 P.1 P. ID.10206 P.91 P.92 ID.9530 ID.9531 P.90 ID.1787 P.8 ID.10207 ID.12790 P.89 ID.12791 P.71-19 ID.1786 DOVER DOWNS P.71-18 SUBSTATION ID.17327 P.71-20 P.88 ID.12792 ID.1785 P.5 ID.10208 P.71-17 ID.12793 P.71-16 ID.17328 P.87 ID.1784 ID.12794 P.71-15 P.71-21 ID.19864 P.71-22 P.86 ID.1783 P.3 P.1 ID.19851 ID.17330 ID.10209 ID.12795 ID.12796 P.71-13 P.96 ID.19863 ID.19850 P.95 P.71-12 P.71-23 ID.10001 ID.19849 ID.12797 P.6 ID.19852 P.94 ID.19848 P.71-11 P.85 P.47 ID.19865 P.93 P.71-24 ID.10002 ID.1778 ID.10210 ID.12798 ID.19866 ID.19847 P.71-10 P.84 ID.1777 P.10 ID.19853 P.71-25 ID.10003 P.22 P.92 ID.19846 ID.5531 ID.19862 P.91 ID.4536 P.83 ID.1776 P.46 P.24 P.13 ID.19854 P.90 ID.12799 P.71-9 P.71-26 ID.10004 ID.10211 P.45 ID.19861 ID.10212 P.23 P.21 P.20 HEADGUY POLE ID.12800 P.71-27 P.82 ID.19856 P.71-8 ID.10005 ID.1775 P.14C ID.4537 P.19 P.14 P.89 P.88 ID.4538 ID.17741 P.71-7 P.71-28 ID.19855 ID.17742 ID.10006 ID.19869 P.15 P.71-6 P.80 ID.19871 P.18 ID.19857 P.87 ID.4539 P.86 ID.1773 P.43 ID.10213 P.16 ID.19872 ID.20177 Frazier ID.4540 P.71-4 ID.17745 P.71-29 Substation ID.17748 P.71-5 ID.10007 ID.19873 ID.19870 P.85 ID.4551 P.71-3 ID.17747 P.79 ID.2479 P.17-2 ID.19874 ID.19858 ID.20179 P.84 ID.4552 P.17 P.71-2 P.17-1 ID.19875 ID.19860 P.83 ID.17753 P.71-30 P.69 P.41 ID.4553 ID.10008 P.78 ID.2480 ID.2478 ID.10214 ID.19876 P.70 ID.2477 P.71 ID.17757 P.82 P.71-31 P.76 ID.19877 ID.10009 ID.2481 P.71 SUN PARK ID.2476 P.75 P.39 P.71-32 ID.2486 ID.10215 ID.10010 1A 1B P.72 SOLAR POWER ID.19878 P.72 P.74 ID.2489 ID.2475 ID.19879 P.71-33 ID.2491 ID.10011 2A 2B ID.19880 P.71-34 ID.10012 3A SUBSTATION 3B 13A 14A P.71 ID.2494 P.73 ID.2474 P.37 ID.10216 P.71-35 13B 14B P.74 ID.19881 ID.10013 P.71-36 4A WHITE OAK4B 13C 14C P.68 ID.3005 P.69 ID.3004 ID.2473 P.35 ID.10217 ID.19882 ID.10014 5A SOLAR FARM 5B 15A 16A P.63 P.65 ID.3015 P.75 ID.2472 P.76 ID.2471 P.71-37 ID.10015 6A 6B ID.3018 P.33 ID.10218 ID.19883 15B 16B P.61 ID.3022 7A 7B P.77 P.60 R. ID.2459 D ID.3023 P.31 P.71-38 15C 16C WATER AK ID.10219 ID.19884 8C 8D NO ID.10016 ID. P.39-14 P.58 ID. ISO ID.3034 P.39-13 RR ID.19885 9A 9B SUBSTATION GA P.57 P.78 P.71-39 ID.3035 ID.2457 P.29 ID.10220 ID.10017 10C 10D P.79 ID. P.56 ID.3038 ID.2456 ID.19886 P.39-12 P.80 P.27 11A 11B ID.21602 P.55 ID.10221 P.39-11 ID.3040 ID.2455 ID.19887 P.71-40 ID.10018 12C 12D ID.20398 P.54 P.81 P.39-10 ID.3045 ID.2453 P.71-41 GA P.53 P.17-43 RR ID.10019 ID.19888 HEADGUY POLE ID.3048 P.25 ID.10222 ISO ID.10021 P.17-42 ID.20397 P.39-9 P.51 ID.3051 P.82 NO ID.2440 ID.10020 ID.19889 P.17-12 P.50 P.83 ID.12778 ID.20393 AK ID.3052 ID.2439 P.39-8 DR P.49 ID.19890 GA ID.20392 P.39-7 . P.48 ID.3057 P.84 P.23 P.17-13 IS ID.2438 ID.10223 ID.12777 ID.3058 RR P.85 ON ID.19891 ID.20382 ID.2436 P.17 P.39-6 P.86 ID.12776 OA ID.2435 WATER P. P.46 P.47 P.21 R. ID.19892 ID.3061 ID.3060 ID.20391 ID.10224 KD ID.12775 P.39-5 P.87 P. P. P.45 ID.2434 LANE P. ID.12768 ID.12767 ID.20390 ID.3062 ID.19893 ID.12774 P.39-4 P.88 ID.2433 MILL MILLER DR P. ID.12773 P. P. P.18 ID.12769 ID.12766 ID.10225 ID.20389 P.43 P.89 SILVER P. P. P. P.39-3 ID.3064 P.44 ID.2420 ID.10464 [12772] ID.12770 ID.12764 P.42 ID.3065 ID.3063 HIA WA ID.20388 P.41 P.__ THA P. P.39-2 ID.3066 Y ID.10226 College Road Substation LAN E P. ID.12763 P.90 DRIVE WA WATER ID.12771 ID.20395 ID.2419 P.39-1 ID.1403 P. P.40 ID.12762 P.39 WA Y P.38 ID.12750 P.91 DR IVE P.__ ID.10227 ID.12751 ID.2417 P. ID.12761 P. P.37A ID.12753 ID.12760 P.36 P.11 ID.12754 P.37 P.92 ID.10228 P. ID.12759 ID.12752 ID.2416 P.35 ID.2411 ID.12755 P.93 P.34 WATER CH ID.12756 P.9 P.17-34 McKee Run ATH ID.10229 ID.12758 AM CT P.33 ID.12757 P.94 ID.2410 McKee Run Substation P.7 P.95 ID.2409 ID.10230 P.12 P.13 P.12A Power Plant POND P.5 ID.10231 P.96 ID.2408 LEGEND: P. P. P.97 P.2 ID.10232 ID.2407 P. P.90 P.98 ID.10233 VA ID.2406 P.88 ID.10234 LA P.86 AL P.99 ID.10235 LH ID.2405 P.84 ID.10236 CT P.100 ID.2404 P.82 . ID.10237 P.80 ID.10238 P.78 THO P.101 ID.2403 ID.10239 P.76 P.69 RTO P.65 P.67 ID.10243 ID.10240 ID.10245 ID.10244 P.74 ID.10241 P.72 NS P.102 ID.10242 LEX ID.2402 P.61 T. ID.10247 P.63 TON BE ID.10246 NT ING NICHO ST IC K P.103 ID.2401 P.55 P58 WAY ID.10249 ID.10248 WAY PL. P.53 LAS DR ON INGT ID.10250 RR BA P. P. ID.1059 P.51 ID.10277 P. P. P. P.104 ID.10251 P. ID.10276 ID.10275 ID.10274 ID.10272 P. P. . P.49 W AY CA M ER P. ID.10282 ID.10280 ID.10270 P. ID.10268 ID.1058 / ID.10253 P.105 ID.10252 ID.10269 ON P. P. P. P. P. P.45 CT. P. ID.10279 ID.10278 ID.10273 P. ID.1054 / ID.10477 CK ID.10283 ID.10281 ID.10267 P. STI LEW IS MIL P. ID.10271 ID.10266 CO L DR ID.10284 P.20 P.22-1 P.45-1 BE NT YO . ID.10264 ID.10263 P.23-1 P. P. P. ID.______ P.47 TE RID P. ID.10262 P.26 P. ID.10255 ID.10254 ID.10476 ID.14414 G E P. P. ID.10265 ID.10261 P.28 ID.10260 P. ID.10256 W ID.10286 ID.10285 P. ID.10257 AY P. ID.10258 P.45-2 P. U.S ID.14413 AY ID.10288 ID.10259 BARR ING W P. TON WA Y P. ID.10287 P.45-3 . RT P.11 ID.10289 ID.14412 ON INGT BA RR P.26 P.69 ID.10291 P. E.# ID.10307 P.45-5 P.45-4 P.10 P.21 ID.12826 P.67 ID.10290 ID.14410 ID.14411 ID.10293 P.9 13 P.68 ID.10292 P.45-6 ID.14409 P.10ID.3755 P. ID.10294 P.8 St. Jones Substation P.50 P.60 P. ID.10295 P.45-7 ID._____ ID.10297 ID.14408 P.60A ID.10296 ST. P.7 P.12 ON P.49 P.55 P.45-8 46 ID.3960 E. DIVISI ID.10299 ID.10298 P.45-10 ID.14405 ID.14407 RD.#3 P.45-9 ID.14406 P.6 P.45-12 ID.14403 P.45-11 ID.14404 P.5 P.50-1-1 P.23 ID.4064 P.4 P.45-13 ID.14402 P.43-2 U.S P.3 P.43-1 P.45-14 ID.14401 . RT ID._____ P.2 ST. P.45-15 Division St. ** GROUND STATIC HERE ** ON Substation DIVISI 1 E.# P.45-16 ID.19398 #9 3 JUNE LN. TE P.1 ROU P.45-17 ID.12765 P.3 P.45-18 (BA ID.6571 YSID P.4 . RMAN ST. P.45-19 RD LOOCKE K EE E D ID.6554 P.5 CR U.S. ID.20448 P.55 TL E RIV E LIT S. ) P.6 E RT P.6-5 P.6-6 P.6-9 P.6-1 P.6-10 P.6-3 P.6-4 P.6-2 .#1 P.6-7 P.16 P.6-8 P.1 REES P.6-11 P.23 P.21 13 P.24 P.26 P.__ (B Horsepond E ST P.6-12 P.27 ALLEY Substation AY P.5-3 ALLEY P.28 P.__ P.2 ID.1577 ST. P.5-4 P.30 ID.20445 . ID.1576 ER P.5-2 P.34 P.31 P.__ WAT A ID.1578 RO UNNA P.6-13 P.38 P.7A P.3 ID.20444 MED ID.07393 P.39 STRE ET P.6-14 D) P.5 P.40 ID.1582 P.6-15 P.6-16 P.43 P.9 ID.1592 P.88-4 P.45 P.6-17 P.47 P.88-3 P.10 ID.1594 IVE) P.49 De-Ene IDE DR P.6-18 P.88-2 P.11 rgized P.55 ID.1595 P.68 P.62 P.59 22 To 12kV Line P.57 P.92-1 P.83 P.73 P.69 P.60 P.12 ID.1596 P.88-1 P.65 P.63 (BAYS Kent - DP&L Substation & Control Hse. P.81 P.79 P.78 P.75 P.13 P.95 P.90 P.88 P.86 P.67 P.66 P.14 HEADGUY ID.1597 P.80 ALLEY P.92 P.82 P.77 P.76 P.74 P.72 P.70 POLE P.85 De-Energize STORM P.63-2 ID.1599 WATER P.89 P.63-8 C D P.15 ID.1600 ALLEY P.91 P.1 ROUT P.94 d B SW.# ALLEY 22-14 22 To 12kV Line ALLEY E #9 P.67-1 D LLOY General-Scott RUTH A P.3 Substation HEADGUY POLE ID.1749 STRE WAY OUT OF CITY LIMITS P.5 ET P.6 Mid-City Substation P. ST. JONES RIVER ID.1748 P.7 P.22 P.9 P.__ P.__ P.1-2 P. P.2 ED OS TER P.11 OP WA PR RM EMENT Y P.1-4 P.23 STO NAG ILIT MA FAC S P.13 CA SID Y Vansant DR Generating P.24 P.33 P.34 Station P.15 P.31 IV E P.28 P.27 C.T. Site P.17 P.26 P.25 SED PO TER P.35 PRORMWA ENT EM Y P.23 M.O.D. STO NAG ILIT SW.#69-27 MA FAC P.19 N.C. Danner Farm P. Substation P.36 P. P.38-10 P.26 P.38-11A P.38-11 P. POND P.37 P.27 P. P. P.38 P.39 P.40 P.41 LN Y E RT P.42 FF LA P.43 P.44 P.45 69KV UG STATIC LINE P.46 P.52 P.33a P.51 P.33b P.32 A.B.S. SW.#69-29 N.C. P.51-1 P.33c P.34 P.47 R P.50 ND FTO P.48 P.49 A.B.S. BU SW.#69-28 N.C. ST Mayfair H Substation 6T WEBBS LN. D.A.F.B. Substation WEBBS LN. P. P. Lebanon Substation ISAAC BRANCH ) (BAYSIDE DRIVE ROUTE #9 LN PLANTERS CE NT ER RO AD IVE ) DR (BA YS IDE #9 TE RO U BAY DR. N. T GRASSY EASEME S NT E N N. BAY S DRIVE E L G A E KITT S HU MM OC K RO AD S. BA Y DR E) IVE E DRIV (BAYSID #9 ROUTE

Dover Areas: EXHIBIT #2 Developed 2010-2018 Wilmington College Council Workshop of 01/25/2019 Del Tech Cedar Dover Mall Chase Apartments Stonebrook East Stonebrook West Millcreek Wild Meadows Persimmon Park Place McKee Road Dover Downs Business Park Farthing Delaware Woods Maple Glen State Seskinore University North Dover Shopping Center Garrison Tract Oak Shadows Meadows at Dover Somerset Park Fox Meadows College Towne Point Road Business University Apartments Park Courtyard Silver Mill Apartments Emerald Senators Pointe Lake Silver Towne Point Lake Overlook Baltray Westminster Retreat Bay Tree Woodcrest Chatham Cove Condominiums Fox Hall Hidden Oaks Towne Point Apartments White Oak East Lake Farms Manchester Gardens Square Northwest Oakmont park Patriot Dover Lake Club White Oak Farms Village The Hamlet Heights Oakridge Apartments Apartments Independence Carol Mapleton Village Street Square Turnberry Development Liberty Court Capital Healthcare Four Seasons Lexington Acorn Farms Glen Village at McKee Westfield Branch Edgehill Bicentennial Fox Hall West Village I English Village Bicentennial Fox Heatherfield Hall West Village II Edgehill Addition Shopping Center Bicentennial Village III Clearview Mallard Pond Meadow Country Club Presidential Dover Heatherfield Apartments Courts East Mobile Cranberry Run Home Park Brandywine East Hampton Apartments Square Dover Marsh Creek Crossing Country Stoney Creek Village Pine Grove Apartments Farms Barrister South Place Dover High Gateway West School Shopping Center Lincoln Park Simon Circle Tudor Woodmill Schoolview Industrial Apartments Enterprise Park Business Park Capital Green Blue Hen Apartments Village of Westover Blue Hen Corporate Bay Court Center Kent Plaza Eden Hill General Cannon Mill Farm Hospital Stover The Beeches General Foods Department of Transportation Paradee Center Morris Estate Legend Sherwood 2 Morris Nottingham Estates 2 Meadows Dover Boundary Riverside Mobile Schutte Park Home Park Carrolls Corner Dover Areas Woodbrook Shopping Capital Park Center Sherwood River Chase Apartments Year Completed Lynnhaven Pre-1960 Hidden Creek Kings Cliff Mobile Home Park 1960-1969 Crossgates 1970-1979 1980-1989 Clearfield Apartments 1990-1999 Mayfair 2000-2009 Wedgewood Pine Grove Apartments 2010-2018 Dover Air Force Base Kent Acres 1 inch = 1,000 feet Rodney Date Printed: January 24, 2018 Village File: m:\gis_data\projects\tech_mxds \dover__development_by_decade \dover_development_all_decades Department: Public Works GIS City of Dover, Delaware Source: Esri, DigitalGlobe, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User Community

EXHIBIT #3 Council Workshop of 01/25/2019 STATE OF THE CITY ASSETS, MAINTENANCE AND RESOURCES - CHALLENGES JANUARY 25, 2019

GROWTH IN THE CITY OF DOVER 2000 TO 2019 2

RESIDENTIAL GROWTH – 2000 to 2019* Clearview Meadow 303 EDUs Four Seasons Hidden Creek 43 EDUs 68 EDUs Wild Meadows Seskinore Farthing Woods 224 EDUs 18 EDUs 17 EDUs 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Maple Glen Cannon Mill Eden Hill Blue Hen Apts 45 EDUs 347 EDUs 651 EDUs 162 EDUs Lexington Glen Patriot Village * Dates represent approval dates. 144 EDUs 136 EDUs Only constructed projects, or projects Nottingham Meadows under construction, are presented. 111 EDUs Total EDUs = 2,323 Senators Lake 54 EDUs 3

COMMERCIAL GROWTH – 2000 to 2019* * Dates represent impact fee calculation Eden Hill Med. Cen. dates. Only constructed projects, or 94 EDUs projects under construction, with a net 15 Hilton Garden Inn Arbors Senior Apts EDU increase or more on the property are 43 EDUs 48 EDUs presented. Sleep Inn The Grande #2 Leander Lakes #8 DSU Residence Hall 25 EDUs 48 EDUs 24 EDUs 15 EDUs Total EDUs = 1,569 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Country Inn & Suites Bayard Plaza Dover High School Chesapeake Utilities 26 EDUs 32 EDUs 68 EDUs 26 EDUs MainStay Suites Bayhealth Med. Cen. Garrison Energy Eden Hill Skill. Nurs. 32 EDUs 15 EDUs 882 EDUs 41 EDUs Kent Co. Courthouse The Grande #3 The Grande #4 29 EDUs 48 EDUs 48 EDUs Leander Lakes #5 24 EDUs 4

TAX ASSESSMENT AND GROWTH $1,600,000,000 Tax Value and Approximate Number of Tax Parcels by Class 12,000 Tax Value Approx. # $1,400,000,000 10,000 $1,200,000,000 8,000 Number of Tax Parcels $1,000,000,000 Tax Value $800,000,000 6,000 $600,000,000 4,000 $400,000,000 2,000 $200,000,000 $- - 5

TOTAL HEAD COUNT TOTAL HEAD COUNT VS. POPULATION 40,000 450 36,047 390 35,000 400 355 32,043 365 350 30,000 27,630 300 25,000 250 Population Head Count 20,000 200 15,000 150 10,000 100 92 67 67 5,000 50 0 0 FY 2000 FY 2010 FY 2019 Population - Census Data Total Full Time Head Count Total Part Time Head Count 6

FULL TIME HEAD COUNT BY DEPARTMENT TOTAL FULL TIME HEAD COUNT BY DEPARTMENT VS. POPULATION 140 40,000 36,047 35,000 120 32,043 30,000 100 27,630 25,000 Head Count Population 80 20,000 60 15,000 40 10,000 20 5,000 0 0 FY 2000 FY 2010 FY 2019 Population - Census Data Administrative Services Central Services Community Services Customer Services Electric Fire Department Planning & Inspections Police Public Works - General Fund Public Works - Water/Wastewater Fund 7

FULL TIME HEAD COUNT BY DEPARTMENT DEPARTMENT FY00 Per Cap FY10 Per Cap FY19 Per Cap FY19 – FY00 Police 110 251.2 119 269.3 134 269.0 24.0 Public Works – General Fund 56.5 489.0 47 681.8 44 819.3 (12.5) Electric 61.5 449.3 48.5 660.7 42 858.3 (19.5) Public Works – Water / Wastewater Fund 21 1,315.7 41 781.5 35 1,029.9 14.0 Administrative Services* 24 1,151.3 37.5 854.5 28 1,287.4 4.0 Community Services** 19 1,454.2 22.5 1,424.1 22 1,638.5 3.0 Customer Services 23 1,201.3 19 1,686.5 20 1,802.4 (3.0) Planning & Inspections 14 1,973.6 23 1,393.2 20 1,802.4 6.0 Central Services 20 1,381.5 26 1,232.4 16 2,252.9 (4.0) * Administrative Services = City Clerk, City Manager, Economic Development, Finance, Human Resources, Information Technology, Mayor and Tax Assessor ** Community Services = Library and Parks & Recreation 8

SNAPSHOT – 1ST District 9

SNAPSHOT – 2ND District 10

SNAPSHOT – 3RD District 11

SNAPSHOT – 4TH District 12

BACKGROUND The Department of Public Works (DPW) and Central Services (CS) Department are responsible for the provision of various services to the citizens of the City of Dover as well as the operations and maintenance of many of the City’s assets. Over the past 20 years, the City has grown and yet staffing resources have not kept pace in all areas. The following will examine certain areas of growth, as well as associated Divisions, in terms of assets and staffing resources across the 20 year period.

DPW AND CS DIVISIONS FACILITIES FLEET Building Maintenance Maintenance GROUNDS SANITATION STREETS Property & Right-of- Solid Waste Collection Right-of-Way Way Maintenance Maintenance WATER WASTEWATER WATER TREATMENT & TRANSMISSION DISTRIBUTION PRODUCTION Operations & Operations & Operations & Maintenance Maintenance Maintenance 14

FACILITIES DIVISION BUILDING MAINTENANCE 15

FACILITIES DIVISION – Organizational Structure and Assigned Tasks FLEET & FACILITIES Personnel, Contractor and Equipment Oversight; 1 MANAGER Budgeting, Service Delivery and Project Planning. Electrical Maintenance & Repair of all City Facilities, Special 1 ELECTRICIAN II Events, Snow Removal BUILDING Maintenance & Repair of all City Facilities including Structural 2 MAINTENANCE Fabrication, Plumbing, HVAC and Carpentry, Special Events, Snow CRAFTSPERSON II Removal BUILDING Assisting with Maintenance & Repair of all City Facilities, Special 1 MAINTENANCE Events, Snow Removal CRAFTSPERSON I Janitorial Duties at City Hall, Monitor & Supply Contractors at 1 CUSTODIAN II other City Facilities TOTAL PERSONNEL BUDGETED IN FACILITIES DIVISION (supervisor budgeted in FLEET) 16

FACILITIES DIVISION – Asset and Assigned Task Data Assigned Task Period Personnel* Current Asset Level Current Annual Level of Industry Standard Service Electrical Jan – Dec 2 285,560 sq.ft. (14 principal Reactionary response. n/a Maintenance structures, 36 utility structures) HVAC Jan – Dec 1 plus 285,560 sq.ft. (14 principal Quarterly preventative Quarterly preventative Maintenance contractor structures, 36 utility maintenance and reactionary maintenance. ** structures) repairs. Plumbing Jan – Dec 1 285,560 sq.ft. (14 principal Reactionary response. n/a Maintenance structures, 36 utility structures) Carpentry and Jan – Dec 1 285,560 sq.ft. (14 principal Reactionary response. n/a Building Repairs structures, 36 utility structures) Snow Removal Dec – Mar 4 12.48 miles sidewalks All areas receive service. n/a 14 principal structures *Division Supervisor is omitted from the personnel count. Personnel is assigned tasks depending on priority. **Contractors: HVAC = $18,900/yr plus repairs – Generator Maintenance = $1,816/yr plus repairs – Janitorial = $56,000/yr – Elevator Maintenance = $11,000/yr – Security = $11,200/yr 17

FACILITIES DIVISION – Asset and Personnel Comparison Facilities Division Asset & Personnel Comparison 300,000 14.0 12.0 12.0 250,000 10.0 200,000 9.0 Personnel Level 8.0 Asset Level 150,000 6.0 5.0 100,000 4.0 50,000 2.0 0 0.0 FY 2000 FY 2010 FY 2019 Facilities Division Personnel Building Square Footage *FY 2019 reflects janitorial service staffing reduction (4 to 1) due to attrition and contracting out of services. 18

FACILITIES DIVISION – Work Zone 19

FACILITIES DIVISION – Condition Concerns CITY HALL WEYANDT HALL 20

FACILITIES DIVISION – Condition Concerns ELECTRIC ADMINISTRATION WILLIAM STREET WAREHOUSE 21

FACILITIES DIVISION – Space Concerns GROUNDS (SCHUTTE PARK) ELECTRIC ADMINISTRATION 22

FACILITIES DIVISION – Space Concerns WILLIAM STREET WAREHOUSE AND YARD 23

FLEET DIVISION MAINTENANCE 24

FLEET DIVISION – Organizational Structure and Assigned Tasks FLEET & FACILITIES Personnel, Contractor and Equipment Oversight; 1 MANAGER Budgeting, Service Delivery and Project Planning. Maintenance & Repair of all City Vehicles & Equipment, Assist 2 MECHANIC II Mechanic Is with Troubleshooting and Quality Control, Snow Removal Maintenance & Repair of all City Vehicles & Equipment, Snow 3 MECHANIC I Removal TOTAL PERSONNEL BUDGETED IN FLEET DIVISION 25

FLEET DIVISION – Asset and Assigned Task Data Assigned Task Period Personnel* Current Asset Level Current Annual Level of Industry Standard Service Vehicle & Jan – Dec 5 267 principal vehicles & Scheduled maintenance 4 months or 3,000 Equipment equipment (includes police dependent on type of vehicle miles Preventative cars) or equipment and use as well Maintenance 428 PMs per year as Departments actually bringing in vehicles for service. Vehicle & Jan – Dec 5** 267 principal vehicles & Reactionary response. n/a Equipment Repair equipment 1,538 work orders per year Snow Removal Dec – Mar 5 24 vehicles & equipment Service and repairs as needed n/a assigned to snow plan during snow events. *Division Supervisor is omitted from the personnel count. Personnel is assigned tasks depending on priority. **Contractor: Tire Service including on road response = $82,000/yr 26

FLEET DIVISION – Asset and Personnel Comparison Fleet Division Asset & Personnel Comparison 1800 7.0 1600 6.0 6.0 6.0 1400 5.0 1200 4.0 Personnel Level 4.0 1000 Asset Level 800 3.0 600 2.0 400 1.0 200 0 0.0 FY 2000 FY 2010 FY 2019 Fleet Division Personnel Vehicle Responsibility Work Orders 27

FLEET DIVISION – Work Zone 28

FLEET DIVISION – Space Concerns A B B A B A D C 29

GROUNDS DIVISION PROPERTY & RIGHT-OF-WAY MAINTENANCE 30

GROUNDS DIVISION – Organizational Structure and Assigned Tasks Personnel, Contractor and Equipment Oversight; Budgeting, Service Delivery 1 GROUNDS SUPERVISOR and Project Planning. 1 CREW LEADER Leads Work Crews in Daily Operations, Snow Removal Tree Evaluation & Trimming, Stump Removal, Holiday Lighting, 2 ARBORIST Alley Tree Trimming, Snow Removal Design, Till, Plant, Water, Weed and Remove Hanging Baskets, 1 GARDENER II Flower Beds and Planters, Snow Removal Design, Till, Plant, Water, Weed and Remove Hanging Baskets, 1 GARDENER I Flower Beds and Planters, Snow Removal City Ballfield Maintenance, Mowing Operations, Stump Removal, 2 LEAD LABORER Holiday Lighting, Alley Tree Trimming, Snow Removal SMALL ENGINE Equipment Repair, Assist Other Crews When Needed, Snow 1 MECHANIC I Removal MOTOR EQUIPMENT Mowing Operations, Stump Removal, Holiday Lighting, Alley Tree 3 OPERATOR II Trimming, Snow Removal 1 LABORER II Litter Collection (Downtown & Parks), Snow Removal TOTAL PERSONNEL BUDGETED IN GROUNDS DIVISION (FY 2018 BUDGET DISTRIBUTION) 31

GROUNDS DIVISION – Asset and Assigned Task Data Assigned Task Period Personnel* Current Asset Level Current Annual Level of Industry Standard Service Tree Maintenance Jan – Dec 2 2,265 Street, 1,458 Ind. Trees Reactionary response. 3 to 5-yr cycle Litter Collection Jan – Dec 1 58 Litter Collection Areas All areas serviced weekly. n/a Holiday Lights / Oct – Nov 9 36 Pole Strings, 115 Wreaths, All areas addressed annually. n/a Decorations 15 Trees Ballfield Maint. Mar – Oct 1 18 sports fields (typical) Areas addressed daily. As per sport needs. Park Veg. Control Jan – Dec 4 28 City Parks Reactionary response. Address annually. Alley Veg. Control Feb – Mar 8 ≈ 16 mi. alleys (2,024 All areas addressed annually 3 to 5-yr cycle (property adjacent, private parcels) (Sanitation Division support). owner maintenance) Weed Control Mar – Oct 5 378.68 acres Areas addressed 3x annually. Address 3x annually. Mowing Mar – Oct 4** plus 378.68 acres All areas mowed weekly or Weekly or as use contractor per plan. requires. Flower Bed / Jan – Dec 2 65 Beds, 77 Baskets, 18 All areas serviced weekly. Weekly or as per use Hanging Baskets Planters, 330 Pots requires. Snow Removal Dec – Mar 12 12.48 miles sidewalk All areas receive service. n/a *Division Supervisor is omitted from the personnel count. Personnel is assigned tasks depending on priority. **Contractor: Mowing = $234,700/yr (GOTP = $121,500/yr) – Ditch Maintenance = $80,300/yr 32

GROUNDS DIVISION – Asset and Personnel Comparison DPW Grounds Division Asset & Personnel Comparison 400 18.0 16.0 350 16.0 14.0 300 13.0 12.0 12.0 250 Personnel Level 10.0 Asset Level 200 8.0 150 6.0 100 4.0 50 2.0 0 0.0 FY 2000 FY 2010 FY 2019 Grounds Division Personnel Street / Individual Trees (tens)* Total Mowing Acreage* City Crew Mowing Acreage** Contractor Mowing Acreage City Parks *Primarily effected by the development of the Garrison Oak Technical Park. **FY 2010 reflects 3 in-house mowing crews. FY 2019 reflects 2 in-house mowing crews. 33

GROUNDS DIVISION – Work Zone 34

GROUNDS DIVISION – Asset Level Concerns GARRISON OAK TECHNICAL PARK DOVER PARK SCHUTTE PARK 35

GROUNDS DIVISION – Asset Level Concerns EDEN HILL STORM DAMAGE 36

SANITATION DIVISION SOLID WASTE COLLECTION 37

SANITATION DIVISION – Organizational Structure and Assigned Tasks SANITATION Personnel, Contractor and Equipment Oversight; 1 SUPERVISOR Budgeting, Service Delivery and Project Planning. Leads Daily Route Operations, Ensures Work Orders are 1 CREW LEADER Complete, Solid Waste Collection, Snow Removal MOTOR EQUIPMENT 2 Solid Waste Collection, Snow Removal OPERATOR III MOTOR EQUIPMENT 3 Solid Waste Collection, Snow Removal OPERATOR II MOTOR EQUIPMENT 4 Solid Waste Collection, Snow Removal OPERATOR I TOTAL PERSONNEL BUDGETED IN SANITATION DIVISION 38

SANITATION DIVISION – Asset and Assigned Task Data Assigned Task Period Personnel* Current Asset Level Current Annual Level of Industry Standard Service Automated Solid Jan – Dec 3 10,701 accounts / 9,248 tons All locations serviced weekly. n/a Waste Collection (64.8%) (Utilization of new GPS system to look for route and operational efficiencies.) Bulk Domestic Jan – Dec 2 10,062 residential accounts / All locations serviced every n/a Waste Collection 590 tons (4.1%) other week. Bulk Yard Waste Jan – Dec 2 10,062 residential accounts / All locations serviced every n/a Collection 975 tons (6.8%) other week. Hand Trash Jan – Dec 3 10,062 residential accounts / All locations serviced weekly. n/a Collection 1,356 tons (9.5%) Yard Waste Jan – Dec 2 10,062 residential accounts / All locations serviced weekly. n/a Collection 524 tons (3.7%) Recycling Services Jan - Dec Contractor 9,530 accounts / 1,575 tons All locations serviced every n/a ** (11.0%) other week. Snow Removal Dec – Mar 10 110.98 mi. streets / alleys All streets receive service. n/a *Division Supervisor is omitted from the personnel count. Personnel is assigned tasks depending on priority. **Contractor: Recycling = $468,900/yr 39

SANITATION DIVISION – Asset and Personnel Comparison DPW Sanitation Division Asset & Personnel Comparison 200 13.5 180 13.0 13.0 13.0 160 12.5 140 120 Personnel Level 12.0 Asset Level 100 11.5 80 11.0 60 11.0 40 10.5 20 0 10.0 FY 2000 FY 2010 FY 2019 Sanitation Division Personnel DSWA / Recycling Tonnage (hundreds) Accounts (hundreds) 40

SANITATION DIVISION – Work Zone 41

SANITATION DIVISION – Concerns BULK WASTE CAN COLLECTION 42

SANITATION DIVISION – Concerns EDGEHILL ALLEY DOWNTOWN DUMPSTER 43

STREETS DIVISION RIGHT-OF-WAY MAINTENANCE 44

STREETS DIVISION – Organizational Structure and Assigned Tasks Personnel, Contractor and Equipment Oversight; 1 STREETS SUPERVISOR Budgeting, Service Delivery and Project Planning. Leads Work Crew in Performance of Assigned Projects, Leaf 1 CREW LEADER Collection, Snow Removal MOTOR EQUIPMENT 2 Street Sweeping (day and night), Leaf Collection, Snow Removal OPERATOR II Alley Maintenance, Pothole Repair, Concrete Swale Maintenance, MOTOR EQUIPMENT 3 Asphalt, Street Repair, Concrete, Brick Repair, Storm Sewer Catch OPERATOR I Basin Cleaning, Leaf Collection, Snow Removal Sign Maintenance, Street / Parking Lot / Curb Painting, Barrel / 1 SIGN / STREET PAINTER Cone Placement, Banner Placement, Leaf Collection, Snow Removal TOTAL PERSONNEL BUDGETED IN STREETS DIVISION 45

STREETS DIVISION – Asset and Assigned Task Data Assigned Task Period Personnel* Current Asset Level Current Annual Level of Industry Standard Service Sign Maintenance Jan – Dec 1 3,900 signs 4% repaired / 5% replaced MUTCD retroreflectivity Street Painting Jul – Dec 1 22,276 l.f. curb, 154 ADA 100% repainted (street 3-yr cycle latex paint, 5- spaces, 24 parking lots lines on 3/5-yr cycle) yr cycle thermo plastic Banner Placement Apr – Jun 2 As requested by DDP. 150 installations / rotations n/a Barrels / Cones Jan – Dec 2 As requested by DPD. 2,300 cones / 2,900 barrels n/a Conc. Swale Maint. Mar – Sep 4 7,297 l.f. Reactionary response. 25-yr life cycle Street Repair Apr – Nov 4 110.98 mi. streets / alleys Reactionary response. 20-yr life cycle Concrete Repair Apr – Nov 4 ≈ 190 mi. sidewalk / curb Reactionary response 25-yr life cycle (0.08% repaired). Catch Basin Clean. May – Nov 4 7,125 1.4% cleaned / 0.1% Forthcoming MS4 repaired permit requirement. Street Sweeping Feb - Oct 2 ≈ 95 mi. streets All streets receive service. Required by MS4 permit. Leaf Collection Oct – Jan 7 110.98 mi. streets / alleys All streets receive service. Required by MS4 permit. Snow Removal Dec – Mar 7 110.98 mi. streets / alleys All streets receive service. n/a *Division Supervisor is omitted from the personnel count although currently necessary to achieve many critical 46 priorities and services. Personnel is assigned tasks depending on priority.

STREETS DIVISION – Asset and Personnel Comparison DPW Streets Division Asset & Personnel Comparison 120 14.0 12.0 12.0 100 11.0 10.0 80 8.0 Personnel Level 8.0 Asset Level 60 6.0 40 4.0 20 2.0 0 0.0 FY 2000 FY 2010 FY 2019 Streets Division Personnel City Maintained Streets & Alleys (miles)* Street Signs (hundreds) Curb Painting (linear feet, thousands) Catch Basins** (hundreds) 47

STREETS DIVISION – Work Zone 48

STREETS DIVISION – Concerns 49

STREETS DIVISION – Concerns 50

WASTEWATER TRANSMISSION DIVISION OPERATIONS & MAINTENANCE 51

WASTEWATER DIVISION – Organizational Structure and Assigned Tasks Personnel, Contractor and Equipment Oversight; Budgeting, Service Delivery 0.5 W / WW SUPERVISOR and Project Planning. UTILITY CONSTRUCTION Leads Work Crews in Daily Operations and Performance of 0.5 CREW LEADER Assigned Projects, On Call, Snow Removal UTILITY MAINTENANCE Cleaning, Routine Maintenance, Troubleshooting, Emergency 3 MECHANIC II Repairs of Pump Stations, On Call UTILITY MAINTENANCE Assist With Cleaning, Routine Maintenance, Troubleshooting, 3 MECHANIC I Emergency Repairs of Pump Stations, On Call HEAVY EQUIPMENT Operate and Maintain All Heavy Equipment, Sewer Line 0.5 OPERATOR I Maintenance, Emergency Repairs, On Call, Snow Removal MOTOR EQUIPMENT Install and Repair Sewer Lines, Sewer Line Maintenance, Video 1 OPERATOR III Inspections, Emergency Repairs, On Call, Snow Removal Service Calls, Meter Inspections, Repair & Replace Meters, 0.5 WATER SERVICE PERSON Emergency Repairs, On Call, Snow Removal MOTOR EQUIPMENT Install and Repair Sewer Lines, Sewer Line Maintenance, Video 1.5 OPERATOR II Inspections, Emergency Repairs, On Call, Snow Removal MOTOR EQUIPMENT Install and Repair Sewer Lines, Sewer Line Maintenance, Video 1 OPERATOR I Inspections, Emergency Repairs, On Call, Snow Removal TOTAL PERSONNEL BUDGETED IN WASTEWATER TRANSMISSION DIVISION 52

WASTEWATER DIVISION – Asset and Assigned Task Data Assigned Task Period Personnel* Current Asset Level Current Annual Level of Industry Standard Service Pump Station Jan – Dec 6 44 pump stations All locations addressed per As required based upon Maintenance plan (daily / weekly). flow characteristics. Jetting Sanitary Sewer Mar – Dec 4 ≈ 160 miles gravity 100% of gravity sanitary sewer As required based upon Lines / Manholes sanitary sewer line / jetted at least twice per year / slope of system. 3,884 manholes 36% of manholes cleaned per year (1,410). Sanitary Sewer Line Mar – Dec 2 ≈ 160 miles gravity 1.1% of gravity sanitary sewer 5% of gravity sanitary Video Inspections sanitary sewer line videoed (9,500 feet). sewer annually. Repair Sanitary Sewer Jan – Dec 4** ≈ 160 miles gravity Repairs occur as needed. As needed. Mains / Laterals sanitary sewer main, Average 23 system repairs ≈ 33 miles force main, annually. 12,000+ laterals 30 minute response time required for all emergencies. Average response time 18 minutes 27 seconds. Average 197 calls annually. *Division Supervisor is omitted from the personnel count. Personnel is assigned tasks depending on priority. *Contractor: Emergency Repair and Cleanup Assistance = $33,600/yr 53

WASTEWATER DIVISION – Asset and Personnel Comparison DPW Wastewater Division Asset & Personnel Comparison 250 14.0 11.5 12.0 11.0 200 10.0 8.5 150 Personnel Level 8.0 Asset Level 6.0 100 4.0 50 2.0 0 0.0 FY 2000 FY 2010 FY 2019 Wastewater Division Personnel Pump Stations Sanitary Sewer Mains (miles)* Wastewater Discharged (ten millions gallons) 54

WASTEWATER TRANSMISSION DIVISION – Work Zone 55

WATER DISTRIBUTION DIVISION OPERATIONS & MAINTENANCE 56

WATER DIVISION – Organizational Structure and Assigned Tasks Personnel, Contractor and Equipment Oversight; Budgeting, Service Delivery and 0.5 W / WW SUPERVISOR Project Planning. UTILITY CONSTRUCTION Leads Work Crews in Daily Operations and Performance of Assigned 0.5 CREW LEADER Projects, On Call, Snow Removal HEAVY EQUIPMENT Operate and Maintain All Heavy Equipment, Water Line 0.5 OPERATOR I Maintenance, Emergency Repairs, On Call, Snow Removal MOTOR EQUIPMENT Install and Repair Water Lines, Fire Hydrant Maintenance, Water 1 OPERATOR III System Flushing, Emergency Repairs, On Call, Snow Removal Service Calls, Meter Inspections, Repair & Replace Meters, 0.5 WATER SERVICE PERSON Emergency Repairs, On Call, Snow Removal MOTOR EQUIPMENT Install and Repair Water Lines, Fire Hydrant Maintenance, Water 1.5 OPERATOR II System Flushing, Emergency Repairs, On Call, Snow Removal MOTOR EQUIPMENT Install and Repair Water Lines, Fire Hydrant Maintenance, Water 1 OPERATOR I System Flushing, Emergency Repairs, On Call, Snow Removal TOTAL PERSONNEL BUDGETED IN WATER DISTRIBUTION DIVISION 57

WATER DIVISION – Asset and Assigned Task Data Assigned Task Period Personnel* Current Asset Level Current Annual Level of Service Industry Standard Maintain, Repair and Jan – Dec 4 9,775 valves Reactionary response. 10% per year Replace Valves exercised. Maintain, Repair and Jan – Dec 2 1,827 fire hydrants Cleaning, painting, greasing and testing Annual Replace Fire Hydrants performed on 3-year cycles maintenance. Replace Galvanized Mar - Dec 4 12,000+ water All effected services checked. Replace when Water Services in services Replacement when identified. identified. Advance of Street Program Repair Water Mains / Jan – Dec 4** 228 miles of water Repairs occur as needed. Average 48 As needed. Laterals main system repairs annually (7.1 failures / 100 miles / year). 30 minute response time required for all emergencies. Average response time 18 minutes 10 seconds. Average 260 calls annually. Water Service Work Jan – Dec 1 12,729 metered Request driven. 240 meter inspections n/a customers and 450 work orders per year. *Division Supervisor is omitted from the personnel count. Personnel is assigned tasks depending on priority. **Contractor: Emergency Repair Assistance = $6,400/yr 58

WATER DIVISION – Asset and Personnel Comparison DPW Water Division Asset & Personnel Comparison 250 9.0 8.5 8.0 200 7.0 6.0 5.5 150 5.0 Personnel Level 5.0 Asset Level 4.0 100 3.0 2.0 50 1.0 0 0.0 FY 2000 FY 2010 FY 2019 Water Division Personnel Fire Hydrants (hundreds) Water Consumption (ten millions gallons) Water Main (miles)* 59

WATER DISTRIBUTION DIVISION – Work Zone 60

WATER TREATMENT & PRODUCTION (WTP) DIVISION OPERATIONS & MAINTENANCE 61

WTP DIVISION – Organizational Structure and Assigned Tasks WATER PRODUCTION Personnel, Contractor, Equipment and Regulatory 1 SUPERVISOR Compliance Oversight; Budgeting and Project Planning. WATER TREATMENT Lead in Long Point Treatment Plant Operations, Assist with 4 PLANT OPERATOR II Equipment Maintenance and Repair and Administrative Activities UTILITY MAINTENANCE Leads in Equipment Maintenance and Repair, Assists with Water 1 MECHANIC II Production Operations and Administrative Activities Water Treatment Circuit and Sample Collection, Assist with Long WATER TREATMENT 7 Point Treatment Plant Operations and Equipment Maintenance PLANT OPERATOR I and Repair TOTAL PERSONNEL BUDGETED IN WATER TREATMENT & PRODUCTION DIVISION 62

WTP DIVISION – Asset and Assigned Task Data Assigned Task Period Personnel* Current Asset Level Current Annual Level of Industry Standard Service Maintenance Jan – Dec 1 primary Long Point Treatment Preventative and n/a Plant, 21 Production reactionary maintenance Wells performed. Long Point Treatment Jan – Dec 4 Long Point Treatment 24 / 7 operations from Demand Based Plant Operations Plant Mar - Oct Water Treatment Jan – Dec 7 21 Production Wells, 7 All locations addressed Regulatory Based Circuit Water Towers daily, 7 days per week. Water Quality Samples Jan – Dec 2 Long Point Treatment 1800 routine analyses Regulatory Based Plant, 21 Production performed monthly (40 Wells, Distribution distribution samples per Sample Locations month). *Division Supervisor is omitted from the personnel count. Personnel is assigned tasks depending on priority. **Contractor: Elevated Storage Tank Maintenance = $130,000/yr 63

WTP DIVISION – Asset and Personnel Comparison DPW WTP Division Asset & Personnel Comparison 200 14.0 13.0 180 12.0 160 10.0 10.0 140 120 Personnel Level 8.0 Asset Level 100 6.0 80 4.0 60 4.0 40 2.0 20 0 0.0 FY 2000 FY 2010 FY 2019 WTP Division Personnel* Water Towers Production Wells Water Produced (ten millions gallons) *FY 2000 reflects staffing needs prior to chemical addition. 64

WTP DIVISION – Work Zone 65

WE’VE LISTENED CONCERNS RECEIVED & WORK PERFORMED 66

COMPLETED CONCERNS BEFORE AFTER 67

COMPLETED CONCERNS BEFORE AFTER 68

COMPLETED CONCERNS BEFORE AFTER 69

COMPLETED CONCERNS BEFORE AFTER 70

MOVING FORWARD LEVEL OF SERVICE CONSIDERATIONS 71

PUBLIC WORKS MOVING FORWARD Developing the funding and staffing budget for the DPW is strongly dependant upon the Level of Service that will be provided. The Level of Service is established primarily based upon the two categories below. Public Health Public Expectation • The Level of Service provided by the • The Level of Service provided by the following following DPW Divisions is primarily DPW Divisions is primarily dictated by Public dictated by Public Health concerns Expectations: and requirements: • Facilities Division – visual expectation of buildings • Sanitation Division – removal of and expected reliability of building systems household solid waste on a daily basis • Fleet Division – expected reliability of vehicles • Water Production – all aspects of • Grounds Division – visual expectation of flowers, water treatment and production must grass, trees, and vegetation on City property and in meet all state and federal regulations right-of-ways • Streets Division – sensory expectation of pavement, sidewalks, street signs and markings in right-of-ways and expected reliability of storm sewer system • Water Distribution – expected reliability of water system • Wastewater Transmission – expected reliability of 72 wastewater system

• FY 2018 • Asset concerns: aging building structures and systems • Resource concerns: inadequate staffing and funding resources to provide adequate maintenance, repairs and replacements to all buildings • FY 2019 Assets: 38% increase since FY 2000 (46% FACILITIES DIVISION • of increase directly related to new library) • Personnel: decrease of 7 since FY 2010; net decrease of 4 since FY 2000 (janitorial services staffing reduction of 4 to 1 due MOVING FORWARD to attrition and contracting out of services) • FY 2020 Strategic • Establish Level of Service expectations and guidelines to determine appropriate staffing and funding levels for maintenance, repairs and capital upgrades or replacements to all buildings. • Staffing and funding levels must be monitored to ensure Level of Service expectations are being met. 73

• FY 2018 • Space concerns: constrictive space in Fleet Shop limiting factor in staffing levels and work volume • Resource concerns: in conjunction with space, staffing and funding levels limit the volume of work that can be completed • FY 2019 Assets: 31% increase since FY 2000 (related FLEET DIVISION • to addition of Police vehicle maintenance) • Personnel: net increase of 2 since FY 2000 • New Fleet Services Coordinator: dedicated MOVING FORWARD staff member to make the most efficient use of staff with space available (position conversion from Mechanic II, no change in Divisional head count) • FY 2020 Strategic • Establish long term Level of Service expectations and guidelines to determine appropriate space, staffing and funding levels for maintenance and repairs. • Staffing and funding levels must be monitored to ensure Level of Service expectations are being met. 74

• FY 2018 • Public concerns: inadequate vegetation control and general upkeep of City Parks • Resource concerns: inadequate resources for park and tree maintenance • FY 2019 • Assets: dramatic increase since FY 2000 • Trees: 61% (46% of increase GOTP) GROUNDS DIVISION • Mowing: 93% (89% of increase GOTP) • Personnel: net increase of 1 since FY 2000 • New Parks & Recreation Crew: 3-person MOVING FORWARD crew to address concerns, active recruitment • Arborist: 3rd Arborist, active recruitment (no change in Divisional head count) • FY 2020 Strategic • Proposed: new 4th Arborist (for 2 tree crews) and Laborer II (Grounds Division floater to maintain Level of Service expectations) • Contractor: continue to utilize contractor to assist with mowing nearly 400 acres of land • Staffing and funding levels must be monitored to ensure Public Expectation is being met. 75

• FY 2018 • Collection concerns: waste stream separation implementation between FY 2000 and FY 2010 (more trips per route and more effort by customer) • Resource concerns: consistent assistance from other DPW Divisions to meet Public Health Expectations • FY 2019 SANITATION • Assets: since FY 2000 • Tonnage: 24% decrease DIVISION • Accounts: 14% increase MOVING FORWARD • Personnel: net decrease of 2 since FY 2000 • New Sanitation Supervisor: dedicated supervisor added (increase in Divisional head count from 10 to 11) • FY 2020 Strategic • Proposed: new Motor Equipment Operator (Sanitation Division floater to maintain Level of Service expectations) • Contractor: continue to utilize contractor to provide recycling collection • Routes: analyze routes to ensure most efficient use of time on daily and weekly basis • Staffing and funding levels must be monitored to ensure the Division is self sufficient and Public Expectation is being met. 76

• FY 2018 • Public concerns: inadequate sidewalk, street and storm sewer system repair and maintenance performed • Resource concerns: inadequate resources to perform the above Regulatory concerns: MUTCD compliance STREETS • with sign retroreflectivity requirements, NPDES MS4 permit compliance • FY 2019 • Assets: increase since FY 2000 DIVISION • Streets: 25% increase MOVING FORWARD • Personnel: net decrease of 4 since FY 2000 • FY 2020 Strategic • Proposed: 5 new Motor Equipment Operators (for creation of 2 crews for sidewalk, street and storm sewer system repair and maintenance) and new Sign / Street Painter (for regulatory sign compliance) • Contractor: continue to utilize contractor to perform ditch maintenance activities • Staffing and funding levels must be monitored to ensure Public Expectation is being met and Regulatory Compliance is achieved. 77

• FY 2018 • Public concerns: occasional odor and backup complaints • Resource concerns: inadequate resources for electrical / SCADA aspects of pump station maintenance and support provided to Sanitation Division, due to vacancies, WASTEWATER has caused a decline in reaching Level of Service goals TRANSMISSION • FY 2019 • Assets: increase since FY 2000 DIVISION • • Pump Stations: 33% increase Sanitary Sewer Main: 37% increase MOVING FORWARD • Wastewater Discharged: 16% increase • Personnel: net increase of 3 since FY 2000 • FY 2020 Strategic • Proposed: new SCADA Technician (to assist with pump station maintenance) and new Motor Equipment Operator (Water Distribution / Wastewater Transmission Division floater to maintain Level of Service expectations) • Contractor: continue to utilize contrators to assist with on call services and large scale emergency repairs • Staffing and funding levels must be monitored to ensure Public Expectation, and standards, are being met. 78

• FY 2018 • Public concerns: occasional brown water complaints • Resource concerns: inadequate resources to perform valve and fire hydrant maintenance in accordance with standards and support provided to Sanitation WATER Division, due to vacancies, has caused a decline in reaching Level of Service goals DISTRIBUTION • FY 2019 • Assets: increase since FY 2000 DIVISION • • Fire Hydrants: 45% increase Water Main: 44% increase MOVING FORWARD • Personnel: net decrease of 3 since FY 2000 • FY 2020 Strategic • Proposed: new Water Service Person (to achieve compliance with valve and fire hydrant maintenance standards) • Contractor: continue to utilize contrators to assist with on call services and large scale emergency repairs • Staffing and funding levels must be monitored to ensure Public Expectation, and standards, are being met. 79

• FY 2018 Public concerns: occasional water quality WATER • concerns (sampling performed) • Resource concerns: overtime required to cover leave and vacancies due to regulatory and demand requirements TREATMENT & • FY 2019 • Assets: since FY 2000 PRODUCTION DIVISION • Water Towers: 17% increase (GOTP) • Water Produced: 1% decrease (conservation efforts) • Regulatory Requirements: increase since FY 2000 • Personnel: net increase of 9 since FY 2000 (primarily due to MOVING FORWARD chemical addition requirements) • Long Point Treatment Plant Upgrade Project: operational and maintenance changes for plant • FY 2020 Strategic • Proposed: new Water Treatment Plant Operator (Water Treatment & Production Division floater to maintain Level of Service expectations) • Staffing and funding levels must be monitored to ensure Public Health and regulatory requirements continue to be met. 80

QUESTIONS? Donna S. Mitchell, CPA Sharon J. Duca, P.E. City Manager Public Works Director 302.736.7005 302.736.7025 dmitchell@dover.de.us sduca@dover.de.us 81

EXHIBIT #4 Council Workshop of 01/25/2019 ACTIVITY AND PERSONNEL COMPARISON: THE PAST 20 YEARS

PLANNING, INSPECTION AND COMMUNITY DEVELOPMENT DEPARTMENT

•“The City of Dover is a place where people want to live! Through the team effort of its Dover’s Vision: elected officials, employees and citizens, Dover is a clean and safe community, with a future of balanced growth and opportunity where all citizens are heard, enjoy a high quality of life, and diversity is valued”. Our •Guide and direct future development to ensure that the City’s resources are used wisely •Provide timely, friendly, helpful and efficient land development, housing opportunity, permitting and code compliance services to all customers Department’s •Protect the public health, safety and welfare of our citizens through the timely, fair and effective implementation of codes, ordinances and regulations Mission: •Strive for a vibrant, balanced and sustainable economy with a wide range of goods, services and employment opportunities to meet the needs of our citizens now and into the future MISSION STATEMENT

 Director (1)  Planning & Inspections Front Office (3)  Building & Inspections (3)  Code Enforcement (5)  Fire Marshall (3)  Planning (5) 20 positions budgeted for FY 2019 in Planning, Inspections, and Community Development ORGANIZATIONAL STRUCTURE AND STAFFING 2019

Serves as Chief Responsible for Serves as City Planner Building management and as prescribed by Inspector/Code operations – 5 Dover Code Officer as prescribed operating units by Dover Code Economic Represents City in Serves at the Development planning, land use direction of Council contact/liaison for and economic President and City development matters Council DIRECTOR’S DUTIES

 Planning and Managing Future Growth and Land Development – protect the quality of life and character of the City according to the Comprehensive Plan, Zoning Ordinance and Land Development regulations:  Developing, maintaining and implementing Comprehensive Plans for the future (P&Z)  Implementing effective and contemporary Zoning and Land Development Codes (P&Z/B&I)  Promoting Downtown redevelopment and reinvestment (P&Z/ED)  Removal of blighted conditions (CE)  Tracking change and assessing the future (P&Z/ED) OUR PROGRAMS/FUNCTIONS AND LEAD DIVISIONS (P&Z = PLANNING AND ZONING; B&I = BUILDING & INSPECTIONS; CE = CODE ENFORCEMENT; FM = FIRE MARSHALL; FO = FRONT OFFICE; ED = ECONOMIC DEVELOPMENT)

 Ensuring High Standards of Construction and Maintenance – protect the existing and future public health, safety and welfare through effective implementation of building and related codes  Ensuring timely, efficient and customer-oriented permitting and licensing services (B&I/FO/FM)  Implementing high standards of building design and construction (B&I/FO/FM) OUR PROGRAMS (CONTINUED)

 Maintaining the quality and integrity of the built environment – enforce City codes, ordinances and regulations to promote public health, safety and welfare while maintaining standards for the environment where residents live, work and conduct business  Ensuring compliance with City codes, ordinances and regulations (CE/P&Z/FM)  Minimizing vacancy, abandonment and dangerous buildings (CE) OUR PROGRAMS (CONTINUED)

 Promoting Fire and Life Safety – foster a fire safe environment for citizens and visitors through plan review, inspections, education and investigation  Ensuring fire and life safety through code implementation, education and enforcement (FM/CE)  Conduct origin and cause investigations and work with Dover Police Department on criminal investigations (FM)  Proactively ensure fire and life safety in development and redevelopment (FM/B&I) OUR PROGRAMS (CONTINUED)

Enhancing the Administer the Community Tell the Dover story Establish effective Community and Dover’s Development Block Grant through promotion, programs for economic Economy – promote a Program for business recruitment and development outreach, viable, balanced local neighborhood stabilization retention, and marketing information, economy supporting and revitalization (P&Z) (ED) responsiveness and employment, housing and coordination (ED) entrepreneurialism OUR PROGRAMS (CONTINUED)

Consistently growing Number of business Many projects are Economic activity and number of licenses, rental permits increasingly complex competition requires development projects, and related approvals (DSU dormitory, Capital positive action; inspections, also increasing; code Station Shopping responsiveness and enforcement actions compliance not fully Center, PAM Acute coordination critical and approvals met Care Hospital, etc.) Staffing at or below Relatively high turnover Work spaces long term levels across rate since 2003 (35 left inefficient, crowded the board, not kept Department/City) and unsafe pace CRITICAL DEPARTMENTAL CONCERNS

CITY OF DOVER PLANNING OFFICE

PLANNING OFFICE– ORGANIZATIONAL STRUCTURE PLANNING 1 DIRECTOR PRINCIPAL 1 PLANNER 2 PLANNER I PLANNER I - CDBG 1 MANAGER ADMINISTRATIVE 1 ASSISTANT TOTAL PERSONNEL BUDGETED IN THE PLANNING 13 OFFICE

PLANNING OFFICE ASSIGNED TASKS & ACTIVITIES Protect the quality of land character within City while balancing growth and economic development according to adopted Comprehensive Plan, Zoning Ordinance, and Land Subdivision Regulations. Staff Support of Board of Adjustment, Planning Zoning and Land Use Administration Commission, Historic District Commission Administration Downtown Plan Policy Development Department Special Review Development, CDBG District Divisions Studies Customer and Ordinances, Floodplain Management Program Program and and Inquiries Permit Comprehensive other Research Review Plans Incentives 14

PLANNING OFFICE – ACTIVITIES MANAGEMENT OF BOARDS AND COMMISSIONS Application 1998 2003 2008 2013 2018 Type Board of 16 9 20 17 12 Adjustment Planning 69 68 79 47 26 Commission Historic District 3 11 4 5 3 Commission Miscellaneous 6 11 20 22 13 TOTAL 94 99 120 91 54 15

180 160 PLANNING OFFICE – 140 ACTIVITY COMPARISON 120 BOARDS AND 100 COMMISSIONS 80 60 40 20 0 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Board of Adjustment Annexations Conditional Use Site Plans Subdivisions Rezoning Miscellaneous Unified Sign Historic District Commission

PLANNING OFFICE – ACTIVITIES PERMIT ACTIVITY REVIEW (LAST 5 YEARS) Application Type 2013 2014 2015 2016 2017 2018 Permits 575 677 666 745 779 716 Sign & Temporary 117 156 148 144 102 102 Sign Permits Certificates of 114 129 165 202 244 301 Occupancy TOTAL 866 962 979 1091 1125 1119 17

PLANNING OFFICE – ACTIVITIES PERMIT ACTIVITY REVIEW (LAST 5 YEARS) 900 800 700 600 500 400 300 200 100 0 18 Building Permits Sign Permits Certificates of Occupancy 2013 2014 2015 2016 2017 2018

 2013 – Comprehensive Zoning: AEOZ; FEMA Community Assistance Visit; Floodplain Update Project; Application for The Green as National Monument; Garrison Energy Center  2014 – Downtown Development District Application; Restoring Central Dover Study; Update Floodplain Ordinances; Certified Local Government Application; Updating Ordinances; Recreational Needs Assessment Study  2015 – Downtown Development District Designation and Program Implementation; Restoring Central Dover Implementation; Division Street Gateway Charette; Certified Local Government Designation; Updating Manufactured Housing Ordinances  2016 - Downtown Development District Program Implementation; Restoring Central Dover Implementation; Certified Local Government Program; Plan4Health Study; Non-Conforming Use Project; Annexation of Dover International Speedway Lands; Development of Schutte Park Master Plan  2017 – Downtown Development District Program Implementation; Restoring Central Dover Implementation; Certified Local Government Program; Non-Conforming Use Project; Downtown Parking Study; ERP Project; Level of Residential Building Construction Activity  2018 – Downtown Development District Program Implementation; Restoring Central Dover Implementation; Certified Local Government Program; ERP Project; Floodplain Mapping – LOMR Changes in Garrison Oak/Baytree Area; Ordinance Updates including New IPM-3 Zone; Comprehensive Plan Project PLANNING OFFICE – ACTIVITIES SPECIAL PROJECTS, STUDIES AND PROGRAMS

PLANNING OFFICE WORK ZONE IMAGES

CITY OF DOVER PLANNING & INSPECTIONS FRONT OFFICE

PLANNING & INSPECTIONS FRONT OFFICE - ORGANIZATIONAL STRUCTURE AND ASSIGNED TASKS Permitting & Supervises staff, implements code requirements, tracks departmental revenues, 1 develops procedures to ensure quality customer service and accuracy of permitting Licensing Supervisor and licensing operations, prepares schedule of activities such as license and permit renewals and follow-up, oversees the business license operations, processes FOIA Requests for the department, interacts with other departmental supervisors to resolve problems/complaints, gathers and maintains information/data to support periodic and 2 Office Assistant II special reports, attends and conducts staff and other professional meetings to exchange information. interacts with public and other departments by telephone, in person and emails, directs individuals to appropriate personnel, collects fees, processes or files licenses, permits and other paperwork, receives customer complaints, processes incoming and outgoing mail, assists with preparation of special mailings and/or stuffing of bills, checks reports, records, plans, forms and other data for clerical accuracy, completeness and conformance with established regulations and procedures. 22 TOTAL PERSONNEL BUDGETED IN THE FRONT OFFICE

PLANNING & INSPECTIONS FRONT OFFICE– ASSET AND ASSIGNED TASK DATA Assigned Task 2018 2013 2008 2003 1998 Business Licenses 3,758 3,684 3,416 2,504 1,829 Rental Dwelling 3,203 2,798 2,657 963 343 Permits Building Permits 2,142 1,783 2,677 2,100 1,803 23

PLANNING & INSPECTIONS FRONT OFFICE – ASSET AND PERSONNEL COMPARISON 4000 3500 3000 2500 2000 1500 1000 500 0 Business Licenses Rental Dwelling Permits Building Permits 2018 2013 2008 2003 1998 24

PLANNING & INSPECTIONS FRONT OFFICE WORK ZONE

“BUILDING INSPECTIONS” GREG AKERS- CHIEF BUILDING INSPECTOR, CHRIS SCOTT- PLUMB/MECH INSP. II, MIKE MCGREGOR BUILDING INSP. II

PLANNING AND INSPECTIONS “BUILDING DIVISION” – ORGANIZATIONAL STRUCTURE AND ASSIGNED TASKS Leads/Oversees inspections, permit review operations, performs plans 1 Chief Building review (Building and Fire code compliance), approves permits, makes decisions, develops policies/procedures, resolves problems/disputes, Inspector attends pre-con and preliminary meetings with design professionals / contractors, performs joint inspections with FM Building/Plumbing, Mechanical Performs Daily Plumbing/Mechanical Inspections, 1 Inspector II Commercial and Residential, Building Inspections, Performs (Licensed) Recurrent MEP review Building 1 /Manufactured Performs Daily Residential/Commercial and Manufactured Home Inspector (Licensed) Home Inspections, Performs Recurrent Residential Plans and Permits Review Total Personnel Currently27Budgeted

5 Years View (fiscal) 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 2013/2014 thru 2017/2018 Certificates of Occupancy 135 160 181 203 329 Building Inspections + 3,028 3,529 4,243 4,837 5,726 Preliminary Field CBI/FM1 Plumbing and Mechanical 3,608 3,149 4,336 6,070 7,402 Inspections Total for that year column 6,636 6,678 8,579 10,907 13,128 BUILDING INSPECTIONS DIVISION – ASSET AND ASSIGNED TASK DATA 28

BUILDING INSPECTIONS FROM BEGINNING TO END Building, Plumbing/HVAC Inspections FOOTINGS TO ROOF (Fiscal Years) UNTIL A C/O IS ISSUED 14000 Blue = Plumbing and HVAC Inspections Tan = Building Inspections Including “C/O” and Building 12000 “Final” Inspections + Onsite Preliminary Walk Through Inspections with the Fire Marshal’s Office (CBI/FM1) 10000 Once Plans and Permits are Approved, 8000 Certified/Licensed Building Inspectors are scheduled to visit those sites throughout our City for the lifetime of 6000 active construction in all kinds of conditions. 4000 Inspections include and are not limited to Footings, Foundations, Plumbing Rough, Mechanical Rough, 2000 Framing (Wood and Steel), Rated Assemblies Horizontal and Vertical and those related final 0 inspections throughout the project until completion. 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 Building Insps. Plm/HVAC

DOVER… IS EVERCHANGING WITH NEW CONSTRUCTION AND RENOVATIONS! Keeping our built community moving through the years and into the future! This image cannot currently be displayed. 30

CITY OF DOVER FIRE MARSHAL’S OFFICE

FIRE MARSHAL’S OFFICE– ORGANIZATIONAL STRUCTURE AND ASSIGNED TASKS INSPECTOR III Supervises staff, Leads and performs annual inspections and acceptance tests, Issues 1 notice of violations, Leads and reviews site, commercial, and residential plans, fire FIRE MARSHAL alarm, fire suppression, and hood permits, license permits, Leads and performs certificate of occupancy inspections, Conducts origin and cause investigations, Interacts with general public, contractors, architects and engineers to provide code INSPECTOR II related information, Prepares schedules and reports, Prepares the Budget, Leads 1 special events. DEPUTY FIRE MARSHAL Leads and performs annual inspections and acceptance tests, Issues INSPECTOR I notice of violations, Reviews site, commercial, and residential plans, fire 1 DEPUTY FIRE MARSHAL alarm, fire suppression, and hood permits, license permits, Leads and performs certificate of occupancy inspections, Conducts origin and cause investigations, Interacts with general public, contractors, architects and engineers to provide code related information, Works special events. Performs annual inspections and acceptance tests, Issues notice of violations, Reviews site, commercial, and residential plans, fire alarm, fire suppression, and hood permits, license permits, Performs certificate of occupancy inspections, Conducts origin and cause investigations, Interacts with general public, contractors, architects and engineers to provide code related information, Works special events. 32 TOTAL PERSONNEL BUDGETED IN THE FIRE MARSHAL’S OFFICE

FIRE MARSHL’S OFFICE– ASSET AND ASSIGNED TASK DATA Assigned Task 2018 2013 2008 2003 1998 Public Occupancy 838 846 694 561 331 Permits Certificate of 329 135 90 85 N/A Occupancy Fire Permits 77 121 121 94 94 Outdoor Special 86 43 32 12 5 Event Permits Including Fire Works Camper Parking 36 48 N/A N/A N/A Permits Origin and Cause 48 41 41 30 51 Investigations * The Fire Marshal’s Office Has Had A Staffing of 3 Since 1998. Annual Public Occupancy Inspections (Required by City Code) are Currently Completed Every Two Years Due to Staffing and Increase of Permits/Inspections. 33

FIRE MARSHAL’S OFFICE– ASSET AND PERSONNEL COMPARISON THE FIRE MARSHAL’S OFFICE HAS HAD A STAFFING OF 3 SINCE 1998. 900 800 700 600 500 400 300 200 100 0 Public Certificate of Fire Permits Outdoor Special Camper Parking Origin & Cause Occupancy Occupancy Event Permits Permits Investigations Permits 2018 2013 2008 2003 1998 34

FIRE MARSHAL’S OFFICE- WORK ZONE

CITY OF DOVER CODE ENFORCEMENT DIVISION

CODE ENFORCEMENT – ORGANIZATIONAL STRUCTURE AND ASSIGNED TASKS INSPECTOR III 1 CHIEF CODE ENFORCEMENT Supervises the Code Enforcement staff in their daily duties. Is responsible for OFFICER enforcement of City codes and ordinances and will coordinate the enforcement functions with the various license and permit functions within the department of Planning and Inspections. Is the central point of contact on property maintenance INSPECTOR II issues, condemnations and dangerous buildings. 1 INSPECTOR I Leads Code Officers in their daily functions. Is the point of 3 contact for the registration and tracking of vacant buildings within the City. Performs exterior property maintenance inspections, managing code violation cases, responding to citizen complaints and enforcement of City ordinances. Performs exterior property maintenance inspections, is responsible for conducting annual residential housing inspections, responds to citizen complaints, follows up on licenses and permits to ensure business’s and persons are in code compliant, and enforcement of City ordinances. 37 TOTAL PERSONNEL BUDGETED IN THE CODE ENFORCEMENT DIVISION

 1998 – Code Enforcement Staff consisted of a supervisor and 3 Code Officers.  2007 – Code Enforcement Staff increased to 5, with a supervisor and 4 Code Officers  The Code Enforcement Staff have 26 different code violation case types that can be entered into the NAVILINE System to generate a code violation letter. The chart below shows a few of these violations types and the numbers that were entered into the system by year.  The chart also reflects the change in code priorities over the past 20 years. CODE ENFORCEMENT STAFF AND STATISTICS

CODE ENFORCEMENT STATISTICS SINCE 1998 Assigned Task 2018 2013 2008 2003 1998 Annual Residential 289 466 779 341 68 Housing Inspections Tall Grass and Weed 496 777 545 831 577 Violations Vacant Building 176 303 40 - - Registrations No Valid Business 348 226 20 38 69 License No Valid Permit for 323 217 254 98 107 Rentals Units or New Construction Unlawful Waste 62 - - - - Deposits 39

Code Enforcement Statistics 900 800 700 600 500 400 300 200 100 0 Annual Tall Grass & Vacant Building No Valid Business No Valid Permit Unlawful Waste Residential Weed Violations Registrations License for Rental Units Deposits Housing or New Inspections Construction 2018 2013 2008 2003 1998

CODE ENFORCMENT WORK ZONE

EXHIBIT #5 Council Workshop of 01/25/2019 Cost of Service Utilities January 25, 2019 1

Allocations GENERAL FUND ALLOCATED DIVISIONS GENERAL FUND ALLOCATED DIVISIONS 2018/19 FY19 BUDGET WITH FY20 ALLOCATIONS (CHECK) AS APPROVED (BUDGET AS APPROVED) TOTAL TOTAL GENERAL WATER/SEWER ELECTRIC ALLOCATED GENERAL SANITATION STORMWATER WATER WASTEWATER ELECTRIC ALLOCATED 23.00% 19.00% 58.00% 15.96% 1.63% 5.27% 9.01% 9.63% 58.50% 511 CITY CLERK $101,800.00 $84,100.00 $256,600.00 $442,500.00 511 CITY CLERK $70,600.00 $7,200.00 $23,300.00 $39,900.00 $42,600.00 $258,900.00 $442,500.00 23.00% 19.00% 58.00% 15.96% 1.63% 5.27% 9.01% 9.63% 58.50% 512 COUNCIL $33,300.00 $27,500.00 $84,000.00 $144,800.00 512 COUNCIL $23,100.00 $2,400.00 $7,600.00 $13,000.00 $13,900.00 $84,800.00 $144,800.00 48.70% 12.70% 38.60% 43.97% 1.08% 3.52% 6.01% 6.42% 39.00% 519 MAYOR $84,600.00 $22,100.00 $67,000.00 $173,700.00 519 MAYOR $76,400.00 $1,900.00 $6,100.00 $10,400.00 $11,200.00 $67,700.00 $173,700.00 98.87% 0.26% 0.87% 85.00% 3.96% 4.08% 1.87% 0.73% 4.35% 522 GROUNDS $1,367,400.00 $3,600.00 $12,000.00 $1,383,000.00 522 GROUNDS $1,175,600.00 $54,800.00 $56,500.00 $25,900.00 $10,100.00 $60,100.00 $1,383,000.00 39.30% 16.60% 44.10% 29.90% 2.59% 5.16% 9.01% 8.06% 45.28% 515 CITY MANAGER $395,000.00 $166,900.00 $443,300.00 $1,005,200.00 515 CITY MANAGER $300,600.00 $26,000.00 $51,800.00 $90,600.00 $81,000.00 $455,200.00 $1,005,200.00 23.70% 26.30% 50.00% 41.72% 7.61% 7.94% 10.67% 9.00% 23.05% 516 INFORMATION TECHNOLOGY $329,000.00 $60,000.00 $62,600.00 $84,200.00 $71,000.00 $181,800.00 $788,600.00 516 INFORMATION TECHNOLOGY $186,900.00 $207,400.00 $394,300.00 $788,600.00 34.89% 2.05% 4.57% 7.95% 7.48% 43.05% 42.20% 15.40% 42.40% 517 TREASURER/FINANCE $330,100.00 $19,400.00 $43,300.00 $75,200.00 $70,800.00 $407,400.00 $946,200.00 517 TREASURER/FINANCE $399,300.00 $145,700.00 $401,200.00 $946,200.00 34.51% 20.17% 8.38% 24.43% 12.51% 0.00% 36.40% 63.60% 0.00% 551 PUBLIC WORKS ADMIN $248,800.00 $145,400.00 $60,400.00 $176,100.00 $90,200.00 -$100.00 $720,800.00 551 PUBLIC WORKS ADMIN $262,400.00 $458,400.00 $0.00 $720,800.00 65.73% 0.76% 0.70% 6.69% 3.77% 22.36% 63.40% 6.20% 30.40% 552 FACILITIES MANAGEMENT $448,100.00 $5,200.00 $4,700.00 $45,600.00 $25,700.00 $152,400.00 $681,700.00 552 FACILITIES MANAGEMENT $432,200.00 $42,300.00 $207,200.00 $681,700.00 6.79% 1.98% 0.00% 7.73% 0.06% 83.44% 7.90% 6.50% 85.60% 571 PROCUREMENT & INVENTORY $49,300.00 $14,400.00 $0.00 $56,200.00 $500.00 $605,600.00 $726,000.00 571 PROCUREMENT & INVENTORY $57,400.00 $47,200.00 $621,400.00 $726,000.00 64.88% 11.51% 5.76% 4.71% 4.09% 9.05% 51.60% 18.10% 30.30% 572 FLEET MAINTENANCE $540,100.00 $95,800.00 $48,000.00 $39,200.00 $34,000.00 $75,400.00 $832,500.00 572 FLEET MAINTENANCE $429,600.00 $150,700.00 $252,200.00 $832,500.00 6.46% 8.79% 7.70% 12.32% 12.22% 52.51% 17.40% 20.10% 62.50% 529 CUSTOMER SERVICES $77,300.00 $105,200.00 $92,200.00 $147,500.00 $146,300.00 $628,600.00 $1,197,100.00 529 CUSTOMER SERVICES $208,300.00 $240,600.00 $748,200.00 $1,197,100.00 67.15% 3.02% 3.33% 6.60% 3.37% 16.51% 71.90% 10.40% 17.70% 518 HUMAN RESOURCES $326,100.00 $14,700.00 $16,200.00 $32,100.00 $16,400.00 $80,100.00 $485,600.00 518 HUMAN RESOURCES $349,100.00 $50,500.00 $86,000.00 $485,600.00 34.79% 2.05% 4.50% 7.85% 7.39% 43.41% 42.90% 16.00% 41.10% 582 INSURANCE $255,700.00 $15,100.00 $33,100.00 $57,700.00 $54,300.00 $319,100.00 $735,000.00 582 INSURANCE $315,300.00 $117,600.00 $302,100.00 $735,000.00 33.33% 1.67% 63.33% 0.00% 1.67% 0.00% 553 PUBLIC WORKS ENGINEERING $92,500.00 $4,600.00 $175,800.00 $0.00 $4,600.00 $100.00 $277,600.00 SUB-TOTAL $4,622,600.00 $1,764,600.00 $3,875,500.00 $10,262,700.00 97.20% 0.48% 0.16% 0.00% 0.00% 2.16% 532 CODE ENFORCEMENT $593,400.00 $2,900.00 $1,000.00 $0.00 $0.00 $13,200.00 $610,500.00 100.00% 0.00% 0.00% 554 STREETS $3,624,100.00 $0.00 $0.00 $3,624,100.00 SUB-TOTAL $4,936,700.00 $575,000.00 $682,600.00 $893,600.00 $672,600.00 $3,390,300.00 $11,150,800.00 100.00% 0.00% 0.00% 553 PUBLIC WORKS ENGINEERING $277,600.00 $0.00 $0.00 $277,600.00 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% 554 STREETS $1,350,600.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,350,600.00 532 CODE ENFORCEMENT $610,500.00 $0.00 $0.00 $610,500.00 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 554 STORMWATER $0.00 $0.00 $2,273,500.00 $0.00 $0.00 $0.00 $2,273,500.00 TOTAL $9,134,800.00 $1,764,600.00 $3,875,500.00 $14,774,900.00 TOTAL $6,287,300.00 $575,000.00 $2,956,100.00 $893,600.00 $672,600.00 $3,390,300.00 $14,774,900.00 2

Fund Summaries GENERAL FUND GENERAL FUND CASH RECEIPT SUMMARY EXPENSE SUMMARY 2018/19 2018/19 2018/19 2018/19 2018/19 2018/19 2018/19 2018/19 GENERAL FUND SANITATION STORMWATER APPROVED GENERAL FUND SANITATION STORMWATER APPROVED 1 DEPARTMENT EXPENSES: 1 BEGINNING BALANCE 5,399,700 - - 5,399,700 2 CITY CLERK 442,500 - - 442,500 2 FINES AND POLICE REVENUE 751,600 - - 751,600 3 COUNCIL 144,800 - - 144,800 3 LIBRARY REVENUES 100,000 - - 100,000 4 TAX ASSESSOR 244,500 - - 244,500 4 KENT COUNTY BOOK REIMBURSEMENT 300,000 - - 300,000 5 FIRE 789,800 - - 789,800 5 BUSINESS LICENSES 1,470,000 - - 1,470,000 6 GROUNDS MAINTENANCE 1,195,000 - - 1,195,000 6 PERMITS AND OTHER FEES 1,969,000 - - 1,969,000 7 LIBRARY 1,767,400 - - 1,767,400 7 MISCELLANEOUS CHARGES 57,000 - - 57,000 8 RECREATION 1,000,600 - - 1,000,600 8 POLICE EXTRA DUTY 510,000 - - 510,000 9 LIFE SAFETY 504,200 - - 504,200 9 PROPERTY TAXES 13,274,400 - - 13,274,400 10 CODE ENFORCEMENT 610,500 - - 610,500 10 RECREATION REVENUE 150,000 - - 150,000 11 PLANNING 568,200 - - 568,200 11 FRANCHISE FEE 685,600 - - 685,600 12 INSPECTIONS 568,100 - - 568,100 12 SANITATION FEES - 3,095,400 - 3,095,400 13 POLICE 16,737,500 - - 16,737,500 13 RENT REVENUE - GARRISON FARM 97,900 - - 97,900 14 POLICE EXTRA DUTY 600,000 - - 600,000 14 COURT OF CHANCERY FEES 1,439,500 - - 1,439,500 15 STREETS 753,600 - 655,500 1,409,100 15 INVESTMENT INCOME 137,900 - - 137,900 16 SANITATION - 2,475,200 - 2,475,200 16 RECEIPTS SUBTOTAL 20,942,900 3,095,400 - 24,038,300 17 CITY MANAGER 1,005,200 - - 1,005,200 17 INTERFUND SERVICE RECEIPTS 18 INFORMATION TECHNOLOGY 731,000 - - 731,000 18 INTERFUND SERVICE RECEIPTS SANITATION 575,000 (575,000) - - 19 FINANCE 946,200 - - 946,200 19 INTERFUND SERVICE RECEIPTS STORMWATER 682,600 - (682,600) - 20 PUBLIC WORKS - ADMINISTRATION 720,800 - - 720,800 20 INTERFUND SERVICE RECEIPTS W/WW 1,764,600 - - 1,764,600 21 FACILITIES MANAGEMENT 652,900 - - 652,900 21 INTERFUND SERVICE RECEIPTS ELECTRIC 3,875,500 - - 3,875,500 22 PUBLIC WORKS - ENGINEERING 277,600 - - 277,600 22 INTERFUND SERVICE RECEIPTS SUBTOTAL 6,897,700 (575,000) (682,600) 5,640,100 23 PROCUREMENT & INVENTORY 726,000 - - 726,000 23 GRANTS: 24 FLEET MAINTENANCE 832,500 - - 832,500 24 POLICE RELATED/EXTRA DUTY 90,000 - - 90,000 25 CUSTOMER SERVICE 1,197,100 - - 1,197,100 25 POLICE PENSION GRANT 466,000 - - 466,000 26 HUMAN RESOURCES 485,600 - - 485,600 26 GREEN ENERGY GRANT 98,500 - - 98,500 27 MAYOR 173,700 - - 173,700 27 MISC GRANT REVENUE 25,000 - - 25,000 28 DEPARTMENT SUBTOTALS 33,675,300 2,475,200 655,500 36,806,000 28 HISTORIC DISTRICT GRANT - - - - 29 OTHER EXPENDITURES: 29 GRANTS SUBTOTAL 679,500 - - 679,500 30 DEBT SERVICE 500,000 - - 500,000 30 TRANSFERS FROM: 31 CONTRIBUTION TO DDP 150,000 - - 150,000 31 TRANSFER TAX 1,459,300 - - 1,459,300 32 MISCELLANEOUS GRANT RELATED EXP 25,000 - - 25,000 32 MUNICIPAL STREET AID 665,300 - - 665,300 33 INSURANCE 735,000 - - 735,000 33 CIVIL TRAFFIC PENALTIES 497,000 - - 497,000 34 RETIREES HEALTH CARE 1,894,900 - - 1,894,900 34 WATER/WASTEWATER 1,000,000 - - 1,000,000 35 OTHER EMPLOYMENT EXPENSES 500,000 - - 500,000 35 ELECTRIC 10,000,000 - - 10,000,000 36 BANK & CREDIT CARD FEES 28,000 - - 28,000 34 TRANSFERS FROM SUBTOTAL 13,621,600 - - 13,621,600 37 UNCOLLECTIBLES - TRASH AND OTHER 95,000 5,000 - 100,000 35 TOTAL REVENUES 42,141,700 2,520,400 (682,600) 43,979,500 38 STREET LIGHTS 815,000 - - 815,000 39 OTHER EXPENSE SUBTOTAL 4,742,900 5,000 - 4,747,900 36 TOTAL BEGINNING BALANCE & REVENUE 47,541,400 2,520,400 (682,600) 49,379,200 40 TRANSFERS 41 TRANSFER TO CAPITAL ASSET RESERVE - - - - 42 TRANSFER TO CAPITAL FUND - PROJECTS 1,361,400 34,400 1,618,000 3,013,800 43 APPROP. TO THE POLICE PENSION FUND 585,000 - - 585,000 44 APPROP. POLICE PENSION - STATE GRANT 466,000 - - 466,000 3 45 APPROP. TO THE GENERAL PENSION FUND - - - - 46 TRANSFER TO CONTINGENCY RESERVE - - - 47 TRANSFER TO PARKLAND RESERVE - - - 46 TRANSFER TO ELECTRIC I & E FUND 200,000 - - 200,000 47 TRANSFER TO OTHER/CABLE FRANCHISE RESV - - - - 47 TRANSFER TO INVENTORY WRITE-OFFS - - - - 48 TRANSFERS SUBTOTAL 2,612,400 34,400 1,618,000 4,264,800 49 TOTAL EXPENDITURES 41,030,600 2,514,600 2,273,500 45,818,700 50 BUDGET BALANCE 6,510,800 5,800 (2,956,100) 3,560,500 51 TOTAL BUDGET BALANCE & EXPENDITURES 47,541,400 2,520,400 (682,600) 49,379,200

Sanitation Cost of Service Recommendation 4

Net Margins Approved Revised Proposed Proposed Proposed Proposed Proposed Yr 1 - Yr 5 2019 2019 2020 2021 2022 2023 2024 Total Net Income - Sanitation Revenues Trash Fees $ 3,095,400 $ 3,095,400 $ 3,365,400 $ 3,758,100 $ 4,028,400 $ 4,028,400 $ 4,028,400 $ 19,208,700 Miscellaneous Income - - 81,000 81,000 81,000 81,000 81,000 405,000 Transfer from General Fund - - 265,300 - - - - 265,300 Total Revenue 3,095,400 3,095,400 3,711,700 3,839,100 4,109,400 4,109,400 4,109,400 19,879,000 Operating Expense Personnel Expenses $ 780,900 $ 820,600 $ 947,500 $ 979,600 $ 1,012,700 $ 1,047,100 $ 1,082,800 $ 5,069,700 Materials & Supplies 39,700 41,100 44,100 45,000 45,900 48,300 47,700 231,000 Administrative Expenses 1,654,600 1,658,100 1,650,000 1,689,900 1,733,200 1,824,800 1,872,800 8,770,700 Allowance for Bad Debts - - 5,000 5,000 5,000 5,000 5,000 25,000 Interfund Service Fee 634,300 634,300 575,000 592,300 610,100 628,400 647,300 3,053,100 Debt Service Payments 34,400 34,400 68,800 68,800 68,800 68,800 68,800 344,000 Operating Transfers - Out - - 421,200 421,200 451,200 451,200 376,200 2,121,000 Total Operating Expenses 3,143,900 3,188,500 3,711,600 3,801,800 3,926,900 4,073,600 4,100,600 19,614,500 Net Cash $ (48,500) $ (93,100) $ 100 $ 37,300 $ 182,500 $ 35,800 $ 8,800 $ 264,500 5

Trash Rate Phasing Plan Category Can FY19 FY20 FY21 FY22 FY23 FY24 Size Rate Rate Rate Rate Rate Rate Non-residential 90-gal $21.00 $22.00 $23.00 $24.00 $24.00 $24.00 Non-residential 300-gal $72.00 $75.00 $79.00 $83.00 $83.00 $83.00 Residential 90-gal $21.00 $23.50 $26.50 $28.50 $28.50 $28.50 Residential 300-gal $72.00 $79.00 $86.00 $94.00 $94.00 $94.00 • Non-residential (commercial) customers are only provided containered solid waste and recycling pick-up. Bulk waste pick-up is assessed at an additional charge. 6

Stormwater Utility Recommendation 7

Municipal Separate Storm Sewer Systems (MS4) • Urban stormwater runoff is commonly transported through Municipal Separate Storm Sewer Systems (MS4s), and is often discharged, untreated, into local waterbodies. • As the City of Dover is the owner / operator of most of the storm sewer system within city limits, the City is required to have a National Pollutant Discharge Elimination System (NPDES) permit, as well as develop a stormwater management program, to prevent harmful pollutants from being washed and dumped into our MS4. • The City of Dover is a Phase II permit holder. DNREC issued the first cycle of Phase II MS4 permits in 2003 and requires regulated small MS4s in urbanized areas (populations under 100,000) to obtain NPDES permit coverage for their stormwater discharges. 8

Permit and Budget Components • Key components included in the permit required Stormwater Pollution Prevention and Management Program, and within the budget, are as follows: • Current Requirements: • Public Education and Public Interaction (public education and outreach program to increase knowledge and change behavior) • Illicit Discharge Detection and Elimination (IDDE) Program and Inventory Collection (program to detect and eliminate prohibited discharge and to develop/maintain system inventory) • Stormwater Management During Construction (partnership with KCD for program to control the quantity and quality of stormwater runoff during construction) • Post Construction Stormwater Controls (program to control the quantity and quality of stormwater runoff after construction) • Pollution Prevention and Good Housekeeping (program to prevent and/or minimize pollutant discharges from City of Dover operations) • Forthcoming Requirements with Future Permit Revision: • Total Maximum Daily Load (TMDL) Reduction (program to test for pollutants and address pollutant sources) 9 • Performance Monitoring Plan (program to monitor performance of stormwater related best management practices)

City of Dover Storm Sewer System Assets & Services • Assets* • 146 miles Storm Sewer Pipes • 7,125 Catch Basins / Inlets • 975 Outlets • 880 Manholes • 181 Junction Boxes • 21 City Maintained Stormwater Management Ponds • 227 Ditches / Swales • Tax Ditches – White Oak and McKee • Leaf Collection • Street Sweeping * An inventory of the City’s storm sewer system assets is currently 10 underway and will be complete December 31, 2019.

Projected Operating Expenses Percent Rate w/ Annual Annual Rate Description Account Rate / hr Work on Year 1 Year 2 Year 3 Year 4 Year 5 Benefit Rate w/Benefit SW EXISTING PROGRAM Public Works Department (Admin / Eng) See Interfund Service Fee (Other Costs) Admin / Eng $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal $0 $0 $0 $0 $0 Planning and Inspections Department See Interfund Service Fee (Other Costs) Code Enforce $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal $0 $0 $0 $0 $0 Stormwater Division Personnel Expenses Stormwater $464,000 100.00% $464,000 $477,900 $492,200 $507,000 $522,200 $0 $0 $0 $0 $0 Subtotal $464,000 $477,900 $492,200 $507,000 $522,200 Annualized Description Account Rate / hr Hours / yr Year 1 Year 2 Year 3 Year 4 Year 5 Cost Non-labor Costs Materials & Supplies Stormwater $148,400 $148,400 $127,200 $131,000 $134,900 $138,900 Administrative Expenses Stormwater $308,100 $308,100 $223,500 $230,200 $237,100 $244,200 Subtotal $456,500 $350,700 $361,200 $372,000 $383,100 Rate w/ Annual Annualized Description Account Rate / hr Year 1 Year 2 Year 3 Year 4 Year 5 Benefit Rate Cost Other Costs Allowance for Bad Debts $5,000 $5,000 $5,200 $5,400 $5,600 $5,800 Interfund Service Fee $682,600 $682,600 $703,100 $724,200 $745,900 $768,300 Operating Transfers - Out (Vehicles) $300,000 $300,000 $300,000 $300,000 $300,000 Subtotal $987,600 $1,008,300 $1,029,600 $1,051,500 $1,074,100 TOTAL EXISTING PROGRAM $1,908,100 $1,836,900 $1,883,000 $1,930,500 $1,979,400 11

Projected Capital Expenses COMPLIANCE EXPENDITURES - CURRENT CAPITAL PROJECTS (C.I.P.) Existing Program Represents Compliant Level of Service $0 $0 $0 $0 $0 Street, Concrete & Alley Program ST $1,867,800 $936,000 $1,168,000 $1,200,000 $1,240,000 MS4 Misc. Emergency Storm Sewer Repairs ST $76,000 $79,000 $82,000 $85,000 $88,000 Mirror Lake Drainage Basin Improvements ST $50,000 $0 $350,000 $0 $0 West Street Flooding Improvements ST $12,000 $55,000 $0 $500,000 $0 Water Street Flooding Improvements ST $0 $14,000 $60,000 $0 $600,000 The Greens of Dover Stormwater Improvement ST $0 $0 $16,000 $65,000 $0 Reed Street Flooding ST $0 $0 $0 $18,000 $70,000 Total Compliance Operations - C.I.P. $2,005,800 $1,084,000 $1,676,000 $1,868,000 $1,998,000 TOTAL COMPLIANCE LEVEL OF SERVICE - C.I.P. $3,913,900 $2,920,900 $3,559,000 $3,798,500 $3,977,400 FUTURE CAPITAL PROJECTS (C.I.P.) Additional Street, Concrete & Alley Program $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 Fox Hall Drainage Channel $100,000 $100,000 $100,000 $100,000 $100,000 Police Station Basin Retrofit $0 $75,000 $0 $0 $0 Persimmon Park Place $0 $0 $135,000 $135,000 $130,000 State Street Flooding $0 $40,000 $0 $0 $0 Lynnhaven Drive $25,000 $0 $0 $0 $0 Puncheon Run Drainage Ditch System $115,000 $115,000 $115,000 $115,000 $115,000 White Oak Road Drainage Ditch System $165,000 $165,000 $165,000 $165,000 $165,000 Total Future Capital Projects $1,405,000 $1,495,000 $1,515,000 $1,515,000 $1,510,000 TOTAL COMPLIANCE L.O.S. WITH CURRENT AND FUTURE C.I.P. $5,318,900 $4,415,900 $5,074,000 $5,313,500 $5,487,400 12

Net Margins EXISTING COMPLIANT LEVEL OF SERVICE EXISTING COMPLIANT LEVEL OF SERVICE WITH CURRENT CIP EXISTING COMPLIANT LEVEL OF SERVICE WITH CURRENT & FUTURE CIP 13

EXHIBIT #6 Council Workshop of 01/25/2019 Strategic Goals January 25, 2019 1

Building CIPs CITY HALL Priority Description Cost Estimate Notes 1 Replace elevator. $ 150,000 severely outdated 1 Replace EXIT signs. $ 5,000 old signs are hazardous 1 Update HVAC system. $ 700,000 outdated and failing 2 Replace shingled roof. $ 70,000 wood shingles falling off 2 Refurbish chimney. $ 10,000 aged and worn 2 Replace gutters. $ 5,000 aged and worn 2 Evaluate slate roof and flat roof. 2 Replace and repaint exterior trim. $ 2,000 aged and worn 2 Replace carpet and tile. $ 40,000 aged and worn 2 Replace fence around HVAC (rear of building). $ 500 aged and worn 2 Update windows. $ 20,000 aged and worn/leaking  Replace HVAC compressor. $ 19,500 COMPLETE ($197,000 to replace right way) $ 1,022,000 ELECTRIC ADMINISTRATION BUILDING Priority Description Cost Estimate Notes 1 Replace five (5) exterior doors and frames. $ 7,000 rusted through 2 Replace all carpeting and floor tile. $ 30,000 aged and worn 2 Paint all interior walls and replace all ceiling tiles. $ 20,000 aged and worn 2 Paint all exterior surfaces. $ 20,000 aged and worn 2 Replace all windows. $ 10,000 inoperative and leaking 2 Replace vinyl siding. $ 2,000 aged, worn and broken 2 Repair metal flashing. $ 2,000 surface rust/roof line 2 Repair gutters. $ 1,000 aged and worn 2 2 Update HVAC system. $ 300,000 system pieced together and inefficient 2 Update all bathrooms (ADA compliant). $ 15,000 aged and worn, not ADA compliant 3 Update all lighting to LED. $ 8,000 energy savings $ 415,000

Building CIPs FIRE STATION II Priority Description Cost Estimate Notes 1 Update HVAC system. $ 250,000 outdated and inefficient/surface mold 2 Retape and paint engine bay. $ 30,000 tape pulling away from sheeting 2 Paint all interior walls. $ 15,000 aged and worn 3 Replace roofing. $ 50,000 aged and worn $ 345,000 WATER TREATMENT PLANT Priority Description Cost Estimate Notes 1 Replace all exterior metal doors and frames. $ 8,000 rusted through 1 Replace all roofing soffits. $ 3,000 falling apart 2 Replace tile flooring. $ 20,000 aged and worn tiles popping up 2 Paint inside and outside. $ 20,000 aged and worn $ 51,000 3

Building CIPs WEYANDT HALL Priority Description Cost Estimate Notes 1 Replace shingled roof. $ 200,000 aged and worn/shingles falling off/leaking 1 Update HVAC system. $ 1,200,000 outdated and failing 1 Refurbish chimneys. $ 15,000 aged and worn/leaking 1 Replace elevator. $ 150,000 severly outdated and failing regularly 2 Replace carpet throughout. $ 100,000 aged and worn 2 Paint inside and outside. $ 60,000 aged and worn 2 Update windows. $ 50,000 aged and worn 2 Update all bathrooms (ADA compliant). $ 30,000 aged and worn, not ADA compliant 2 Replace exterior trim as needed. $ 5,000 aged and worn  Repair flat roof. $ 184,000 COMPLETE $ 1,994,000 WILLIAM STREET FACILITY Priority Description Cost Estimate Notes 1 Update HVAC system. $ 300,000 outdated and failing 2 Replace shingled roof. $ 70,000 shingles falling off 2 Repair/replace gutters. $ 15,000 aged and worn/failing 2 Replace windows. $ 15,000 leaking badly 2 Paint inside and outside. $ 30,000 aged and worn 2 Replace all tile flooring. $ 20,000 aged and worn/tiles popping up 2 Install roofing and gutters on Wash Bay and Fuel Island. $ 15,000 aged and worn 2 Replace truck rail. $ 2,000 aged and worn 4 2 Update all bathrooms (ADA compliant). $ 20,000 aged and worn, not ADA compliant 3 Install bay doors on truck barn. $ 20,000 none at this time/birds roosting $ 507,000

Utility & Maintenance Costs CITY FACILITIES - UTILITY AND BUILDING MAINTENANCE COST FY14 FY15 FY16 FY17 FY18 ELECTRICITY FACILITIES MANAGEMENT $ 67,536.51 $ 67,021.46 $ 62,241.55 $ 58,340.74 $ 54,468.54 ELECTRICITY GROUNDS 2,078.22 2,229.25 3,650.26 3,935.79 3,499.48 ELECTRICITY PROCUREMENT & INVENTORY 70,802.07 70,248.69 62,438.76 61,187.91 58,927.17 ELECTRICITY WATER CONSTRUCTION 2,308.19 2,456.17 - - - ELECTRICITY WATER - - - - - ELECTRICITY WASTEWATER 155,492.75 134,248.20 146,981.06 160,671.53 174,170.23 ELECTRICITY WATER TREATMENT PLANT 361,884.87 382,997.48 429,648.45 443,132.16 405,943.76 ELECTRICITY TRANSMISSION/DISTRIBUTION 453.95 424.18 436.75 418.21 438.79 ELECTRICITY ENGINEERING 1,433.71 1,192.16 1,085.91 1,540.39 1,568.36 ELECTRICITY ADMINISTRATION 16,382.03 16,172.26 15,337.00 14,924.64 15,383.52 678,372.30 676,989.85 721,819.74 744,151.37 714,399.85 HEATING OIL/GAS FACILITIES MANAGEMENT 1,095.29 8,378.61 5,086.51 6,791.19 2,768.59 HEATING OIL/GAS GROUNDS 6,092.66 6,690.96 3,203.59 3,594.78 6,053.76 HEATING OIL/GAS PROCUREMENT & INVENTORY - - 27.78 - - HEATING OIL/GAS WATER CONSTRUCTION 4,545.22 5,760.56 - - - HEATING OIL/GAS WASTEWATER - 3,065.26 - 244.69 - HEATING OIL/GAS WATER TREATMENT PLANT 5,544.10 8,129.74 4,801.53 3,141.39 3,591.40 HEATING OIL/GAS TRANSMISSION/DISTRIBUTION 7,518.55 7,591.76 3,777.14 5,012.71 6,983.49 24,795.82 39,616.89 16,896.55 18,784.76 19,397.24 BLDG MAINT SUPPLIES FACILITIES MANAGEMENT 10,675.24 5,756.11 5,498.27 6,898.13 4,993.59 BLDG MAINT SUPPLIES GROUNDS 35.29 497.94 328.21 374.85 2,337.68 BLDG MAINT SUPPLIES PROCUREMENT & INVENTORY 2,790.14 2,348.21 12,714.18 2,055.73 5,899.82 BLDG MAINT SUPPLIES FLEET MAINTENANCE 7,986.34 5,312.13 5,491.49 4,250.72 5,033.07 BLDG MAINT SUPPLIES WATER CONSTRUCTION 403.78 309.81 - - - BLDG MAINT SUPPLIES WASTEWATER 307.91 45.99 372.25 226.74 387.10 BLDG MAINT SUPPLIES WATER TREATMENT PLANT 3,295.19 2,353.55 2,134.91 2,490.37 7,502.82 BLDG MAINT SUPPLIES ADMINISTRATION 131,699.35 153,428.95 150,554.80 169,802.27 95,134.53 157,193.24 170,052.69 177,094.11 186,098.81 121,288.61 WATER/SEWER FACILITIES MANAGEMENT 1,617.76 1,309.31 1,366.25 1,413.70 1,271.35 WATER/SEWER GROUNDS 1,854.28 2,456.45 2,297.33 1,841.58 1,770.31 WATER/SEWER PROCUREMENT & INVENTORY 3,283.56 2,573.90 2,270.90 2,402.96 2,985.94 5 WATER/SEWER WATER CONSTRUCTION 650.68 146.94 - - - WATER/SEWER WATER - - - - - WATER/SEWER WASTEWATER 970.08 1,740.72 1,330.22 1,556.19 2,168.99 WATER/SEWER TRANSMISSION/DISTRIBUTION 1,479.28 404.70 499.60 907.67 338.27 WATER/SEWER ADMINISTRATION 698.96 686.34 743.28 781.24 809.71 10,554.60 9,318.36 8,507.58 8,903.34 9,344.57 TOTAL UTILITIES & MAINTENANCE $ 870,915.96 $ 895,977.79 $ 924,317.98 $ 957,938.28 $ 864,430.27

Facility Costs by Location BY LOCATION WATER TREATMENT PLANT $ 370,724.16 $ 393,480.77 $ 436,584.89 $ 448,763.92 $ 417,037.98 WASTEWATER - PUMP STATIONS 156,770.74 139,100.17 148,683.53 162,699.15 176,726.32 WATER CONSTRUCTION & GROUNDS 17,968.32 20,548.08 9,479.39 9,747.00 13,661.23 ELECTRIC ADMINISTRATION 27,966.48 26,471.40 21,879.68 23,584.86 25,522.14 WILLIAM STREET 84,862.11 80,482.93 82,943.11 69,897.32 72,846.00 SUBTOTAL 130,796.91 127,502.41 114,302.18 103,229.18 112,029.37 WEYANDT HALL 131,699.35 153,428.95 150,554.80 169,802.27 95,134.53 CITY HALL 80,924.80 82,465.49 74,192.58 73,443.76 63,502.07 SUBTOTAL 212,624.15 235,894.44 224,747.38 243,246.03 158,636.60 TOTAL BY LOCATION $ 870,915.96 $ 895,977.79 $ 924,317.98 $ 957,938.28 $ 864,430.27 6

City Hall Security Concerns 7

Weyandt Hall Security Concerns 8

New City Hall Facility • To replace City Hall and Weyandt Hall. 9

New Central Facility 10 • To replace Electric, Public Works and Central Services facilities, buildings and yards.

Central Facility Example 11 • City of Milford Public Works Facility

EXHIBIT #7 Council Workshop of 01/25/2019