packet

REGULAR COUNCIL MEETING AGENDA JUNE 22, 2015 - 7:30 P.M. CITY HALL COUNCIL CHAMBERS 15 LOOCKERMAN PLAZA DOVER, DELAWARE OPEN FORUM - 15 MINUTES PRIOR TO OFFICIAL MEETING (7:15 P.M.) THE “OPEN FORUM” SEGMENT IS PROVIDED TO EXTEND THE OPPORTUNITY TO THE GENERAL PUBLIC TO SHARE THEIR QUESTIONS, THOUGHTS, COMMENTS, CONCERNS, AND COMPLAINTS. DISCUSSION OF ANY ITEM APPEARING ON THE AGENDA AS A PUBLIC HEARING IS PROHIBITED DURING THE OPEN FORUM AS AN OPPORTUNITY WILL BE PROVIDED DURING CONSIDERATION OF THAT ITEM. CITIZEN COMMENTS ARE LIMITED TO THREE (3) MINUTES. COUNCIL IS PROHIBITED FROM TAKING ACTION SINCE THEY ARE NOT IN OFFICIAL SESSION; HOWEVER, THEY MAY SCHEDULE SUCH ITEMS AS REGULAR AGENDA ITEMS AND ACT UPON THEM IN THE FUTURE. INVOCATION BY REVEREND THEODORE HENDERSON PLEDGE OF ALLEGIANCE LED BY MAYOR CHRISTIANSEN AGENDA ADDITIONS/DELETIONS * CONSENT AGENDA THOSE ITEMS ON THE COUNCIL AGENDA WHICH ARE CONSIDERED ROUTINE AND NON- CONTROVERSIAL SHALL BE MARKED WITH AN ASTERISK (*) AND WILL BE ACTED UPON BY A SINGLE ROLL CALL VOTE OF THE COUNCIL. THERE WILL BE NO SEPARATE DISCUSSION OF THESE ITEMS UNLESS A MEMBER OF COUNCIL SO REQUESTS, IN WHICH EVENT THE MATTER SHALL BE REMOVED FROM THE CONSENT AGENDA AND CONSIDERED A SEPARATE ITEM. * 1. ADOPTION OF MINUTES - REGULAR COUNCIL MEETING OF JUNE 8, 2015 2. PRESENTATIONS A. CERTIFICATE OF RECOGNITION - YOUNG’S STUDIO B. CERTIFICATE OF CONGRATULATIONS - DOVER HIGH SCHOOL BOYS TRACK AND FIELD TEAM 3. PRESENTATIONS - RECOGNITION OF SERVICE A. DAVID TRUAX - SAFETY ADVISORY AND TRANSPORTATION COMMITTEE (JULY 2014 - MAY 2015) B. RICHARD SNAMAN - SERVICES TO SENIORS COMMITTEE (OCTOBER 2006 - JUNE 2008) AND UTILITY COMMITTEE (MAY 2004 - MAY 2015)

COUNCIL AGENDA - JUNE 22, 2015 PAGE 2 * 4. PARKS, RECREATION, AND COMMUNITY ENHANCEMENT COMMITTEE REPORT - JUNE 8, 2015 A. REVIEW OF YOUTH ADVISORY COMMITTEE MEMBERSHIP APPLICATIONS (COMMITTEE RECOMMENDED ACCEPTANCE OF THE YOUTH APPLICATIONS AS PRESENTED AND THAT THE ADULT APPLICANT BE RECOMMENDED FOR ACCEPTANCE PENDING SUCCESSFUL CRIMINAL BACKGROUND AND CLEAN HANDS CHECKS) B. REVIEW OF PLANNING, INSPECTIONS, AND RECREATION 2014 ANNUAL REPORT (COMMITTEE ACTION NOT REQUIRED) * 5. LEGISLATIVE, FINANCE, AND ADMINISTRATION COMMITTEE REPORT - JUNE 8, 2015 A. DISPOSITION OF CITY OWNED LAND – PROPERTY LOCATED AT 16 SOUTH QUEEN STREET, 18 SOUTH QUEEN STREET, AND 24 NORTH NEW STREET (COMMITTEE RECOMMENDED APPROVAL OF STAFF’S RECOMMENDATION TO: 1) DECLARE PROPERTIES LOCATED AT 16 SOUTH QUEEN STREET, 18 SOUTH QUEEN STREET, AND 24 NORTH NEW STREET AS EXCESS PROPERTY; 2) AUTHORIZE THE CITY MANAGER TO NEGOTIATE A FINAL SALE PRICE WITH HABITAT FOR HUMANITY THAT MINIMIZES THE WRITE-OFF AMOUNTS FOR 16 AND 18 SOUTH QUEEN STREET; AND 3) AUTHORIZE THE CITY MANAGER TO DISPOSE OF 24 NORTH NEW STREET USING THE "STANDARD METHOD OF DISPOSITION”) B. DISCUSSION - FISCAL YEAR 2015 AUDIT PROGRAM (COMMITTEE RECOMMENDED ACCEPTANCE OF THE AUDIT PROGRAM) 6. BOARD OF ASSESSMENT APPEALS EXEMPTION REPORT - MAY 28 AND JUNE 2, 2015 A. HOUSE OF PRIDE INC. (BOARD RECOMMENDED DENIAL OF REQUEST FOR EXEMPTIONS) A-1. 110 S. NEW STREET (LAND) A-7. 37 S. NEW STREET A-2. 106 S. NEW STREET (LAND) A-8. 115 S. NEW STREET A-3. 16 N. NEW STREET A-9. 105 S. NEW STREET A-4. 29 S. NEW STREET A-10. 102 S. NEW STREET A-5. 20 N. NEW STREET A-11. 55 S. NEW STREET A-6. 38 S. NEW STREET A-12. 45 S. NEW STREET * B. CENTRAL DELAWARE HABITAT FOR HUMANITY (BOARD RECOMMENDED APPROVAL OF REQUEST FOR EXEMPTIONS B-1 THROUGH B-7) (BOARD RECOMMENDED APPROVAL FOR ONE YEAR FOR B-8, FOR REVIEW BY BOARD) B-1. 20 S. KIRKWOOD STREET B-5. 138 CHERRY STREET B-2. 28 S. KIRKWOOD STREET B-6. 117 S. QUEEN STREET B-3. 30 S. KIRKWOOD STREET B-7. 29 N. KIRKWOOD STREET B-4. 40 S. KIRKWOOD STREET B-8. 223 W. DIVISION STREET * C. EMERALD POINTE MAINTENANCE CORP. (BOARD RECOMMENDED APPROVAL OF REQUEST FOR EXEMPTION) C-1. ED05-067.01-02-14.00 - 1.5 AC - TOPAZ CIRCLE (OPEN SPACE) C-2. ED05-067.01-01-98.00 - 1.6 AC - TOPAZ CIRCLE (OPEN SPACE) C-3. ED05-067.01-01-96.00 - 5.9 AC - OPAL PLACE (OPEN SPACE) C-4. ED05-067.01-02-13.00 - .08 AC - GEMSTONE BOULEVARD (OPEN SPACE) C-5. ED05-067.01-01-97.00 - .67 AC - OPAL PLACE (OPEN SPACE) C-6. ED05-067.01-01-99.00 - .25 AC - GEMSTONE BOULEVARD (OPEN SPACE)

COUNCIL AGENDA - JUNE 22, 2015 PAGE 3 6. BOARD OF ASSESSMENT APPEALS EXEMPTION REPORT - MAY 28 AND JUNE 2, 2015 (CONTINUED) * D. VILLAGE OF WESTOVER HOMEOWNERS ASSOCIATION, INC. (BOARD RECOMMENDED APPROVAL OF REQUEST FOR EXEMPTION) D-1. ED05-076.09-03-70.00 - .65 AC - NORTHDOWN DRIVE (OPEN SPACE) D-2. ED05-076.09-03-71.00 - 2.8 AC - NORTHDOWN DRIVE (OPEN SPACE) 7. AUTHORIZATION TO EXECUTE AGREEMENT TO PERFORM A COMPREHENSIVE ANALYSIS OF POLICE, FIRE AND EMS SERVICES FOR THE CITY OF DOVER (STAFF RECOMMENDS AUTHORIZING THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH THE CENTER FOR PUBLIC SAFETY MANAGEMENT, LLC TO PERFORM A COMPREHENSIVE ANALYSIS OF POLICE, FIRE AND EMS SERVICES FOR THE CITY OF DOVER. THIS AUTHORIZATION IS CONTINGENT UPON THE ADOPTION OF THE FY-2016 CITY OF DOVER OPERATING BUDGET. THE EXECUTION OF THE AGREEMENT WILL BE FINALIZED AFTER JULY 1, 2015.) * 8. REAPPOINTMENTS RECOMMENDED BY MAYOR CHRISTIANSEN - BOARD OF ADJUSTMENT - THREE (3) YEAR TERMS TO EXPIRE JULY 2018 A. JAMES N. KELLER B. RICHARD SENATO 9. FIRST READING OF PROPOSED ORDINANCE #2015-12 - REZONING REQUEST FOR PROPERTIES LOCATED AT 35 AND 39 NORTH NEW STREET THE FIRST READING IS OFFERED ON THE PROPOSED ORDINANCE. IT IS RECOMMENDED FOR REFERRAL TO THE PLANNING COMMISSION ON JULY 20, 2015 AND THAT A PUBLIC HEARING BE SET FOR AUGUST 10, 2015 AT 7:30 P.M., AT WHICH TIME THE FINAL READING AND COUNCIL ACTION WILL TAKE PLACE. COPIES ARE AVAILABLE AT THE ENTRANCE OF THE COUNCIL CHAMBERS OR CAN BE OBTAINED FROM THE CITY CLERK'S OFFICE. A. PROPERTIES LOCATED AT 35 AND 39 NORTH NEW STREET, CONSISTING OF 0.137+/- ACRES AND 0.089+/- ACRES, OWNED BY ROBERT AND ERIN BARRETT AND ERIN L. COOPER, RESPECTIVELY. THESE PROPERTIES ARE CURRENTLY ZONED RG-1 (GENERAL RESIDENCE) AND THE PROPOSED ZONING IS RG-3 (GROUP HOUSING) (TAX PARCELS: ED-05.076.08-05-39.00-000 AND ED-05.076.08-05-40.00-000; PLANNING REFERENCE Z-15-03; 4TH COUNCIL DISTRICT) 10. FINAL READING - PROPOSED ORDINANCES THE FIRST READING OF THE PROPOSED ORDINANCES WAS ACCOMPLISHED DURING THE COUNCIL MEETING OF JUNE 8, 2015. COPIES ARE AVAILABLE AT THE ENTRANCE OF THE COUNCIL CHAMBERS. A. #2015-10 - NOTIFICATION OF TAX RATE INCREASE OVER THE ROLLED BACK TAX RATE [REQUIRED IN ACCORDANCE WITH 22 DELAWARE CODE SECTION 1105(B)] B. #2015-11 - 2015/2016 CITY OF DOVER BUDGET ORDINANCES 11. COUNCIL MEMBERS’ ANNOUNCEMENTS /TM S:\AGENDAS-MINUTES-PACKETS-PRESENTATIONS-ATT&EXH\COUNCIL-AGENDAS\2015\06-22-2015.WPD THE AGENDA ITEMS AS LISTED MAY NOT BE CONSIDERED IN SEQUENCE. THIS AGENDA IS SUBJECT TO CHANGE TO INCLUDE THE ADDITION OR THE DELETION OF ITEMS, INCLUDING EXECUTIVE SESSIONS.

REGULAR COUNCIL MEETING The Regular Council Meeting was held on June 8, 2015 at 7:30 p.m. with Council President Slavin presiding. Council members present were Mr. Anderson (arrived at 7:31 p.m.), Mr. Sudler, Mr. Neil, Mr. Lewis, Mr. Cole, Mr. Hosfelt, Mr. Hare, and Mr. Hutchison. Council staff members present were Police Chief Bernat, Mrs. Mitchell, Mrs. Townshend, Fire Captain Kelly II, Mr. Koenig, City Solicitor Rodriguez, and Mrs. McDowell. Mayor Christiansen was also present (departed at 7:36 p.m.). OPEN FORUM The Open Forum was held at 7:15 p.m., prior to commencement of the Official Council Meeting. Council President Slavin declared the Open Forum in session and reminded those present that Council was not in official session and could not take formal action. Mr. Stanley Richardson, 126 Reese Street, Lincoln Park, advised that there was another shooting in his neighborhood on Friday, with a bullet going through a neighbor’s window. He noted that the police came and took pictures and retrieved the bullet. Mr. Richardson stated that there were also problems with residents of the group home in the neighborhood, noting that someone threw a brick through a windshield then went through the group home busting windows. He advised that the person was arrested; however, people are getting tired of the situation. Mr. Richardson stated that he has complained to the group home director about these problems. At the request of Council President Slavin, Chairman Hutchison agreed to place this item on the June 22, 2015 Safety Advisory and Transportation Committee agenda for discussion. Mr. Robert McNelis, 898 Wilson Drive, questioned how he could calculate the tax on his property using the new rate. Responding, Mr. Scott Koenig, City Manager, requested Mr. McNelis to leave his contact information and stated that he would call him to explain the calculation. Mr. Alan Gaddis, 448 North State Street, advised that he and his wife attended the five (5) budget meetings and noted that the discussions were thoughtful as members considered the proposed budgets, its proposed tax increase, and its effects upon the citizens and upon the City itself. He stated that their tax, based upon the latest published rate, increased to 40.5 cents per hundred dollar assessment and would be $2.80 a day, just 46 cents a day more than what they pay now, or $1,022 per year. Mr. Gaddis stated that Council has chosen to submit a reasonable property tax rate increase instead of transferring money from an emergency fund that will be needed for an emergency in the future and that this choice will meet our needs for 2016 as Council explores additional income for fiscal year 2017. Mr. Gaddis thought that, instead of kicking the can down the road until things cost more, Council had made a wise choice. The invocation was given by Mayor Christiansen, followed by the Pledge of Allegiance. AGENDA ADDITIONS/DELETIONS Mr. Hutchison moved for approval of the agenda, seconded by Mr. Sudler and unanimously carried. Mr. Neil moved for approval of the Consent Agenda, seconded by Mr. Cole and carried by a unanimous roll call vote.

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 2 ADOPTION OF MINUTES - REGULAR COUNCIL MEETING OF MAY 26, 2015 The Minutes of the Regular Council Meeting of May 26, 2015 were unanimously approved by motion of Mr. Neil, seconded by Mr. Cole and bore the written approval of Mayor Christiansen. CERTIFICATE OF APPRECIATION - DR. WILLIAM N. JOHNSTON AND MRS. SUSAN S. JOHNSTON The City Clerk read the following Certificate of Appreciation into the record: CERTIFICATE OF APPRECIATION Presented to Dr. William N. Johnston and Susan S. Johnston The City of Dover extends its hand to you in thanks and appreciation for the outstanding contributions you made in giving so generously of your time, talents, and professional attention. Your vision, energy, and dedication have greatly enhanced our community. We wish you all our best on your journey. Mayor Christiansen presented the Certificate and two Dover Cups to Dr. Johnston, noting that from the day they arrived, Dr. and Mrs. Johnston became part of the community and their leaving now was plucking at the heart strings of many people in the City of Dover for the contributions they have made. Dr. Johnston thanked the Mayor and the City Council and stated that he and Mrs. Johnston had really loved being in Dover. He acknowledged that there are always issues and challenges that all organizations have; however, he recalled the accomplishments, such as the Wesley College streetscape and the acquisition of the Frear Building, which is now the Health Science Building at Wesley College. Dr. Johnston stated that it had been a privilege to be a resident of this area. PROCLAMATION - FLAG DAY AND FLAG WEEK The City Clerk read the following Proclamation into the record: WHEREAS, the first official flag of the United States was adopted by the Second Constitutional Congress on June 14, 1777 and on August 3, 1949, Congress designated June 14th of each year as "National Flag Day" and requested that the President issue an annual proclamation calling for its observance; and WHEREAS, on June 9, 1966 Congress requested that the President designate the week in which June 14th occurs as "National Flag Week" and call upon citizens to display the flag during that week; and WHEREAS, on December 8, 1982, the National Flag Day Foundation was chartered to conduct educational programs and to encourage all Americans to pause for the Pledge of Allegiance on Flag Day; and

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 3 WHEREAS, Flag Day celebrates our nation's symbol of unity, devotion to freedom, and the equal rights of all. NOW, THEREFORE, I, ROBIN R. CHRISTIANSEN, MAYOR OF THE CITY OF DOVER, DELAWARE do hereby proclaim June 14, 2015 as FLAG DAY and the week of June 14-20, 2015 as FLAG WEEK in the City of Dover and urge all residents to pause for the Pledge of Allegiance in honor of the Flag of the United States of America and to proudly display the flag in recognition of the beacon of hope that it has become for our country and for people all over the world. PROPOSED RESOLUTION NO. 2015-10 - PROPOSING INCLUSION OF MAPLE GLEN INTO THE KENT COUNTY STORMWATER MAINTENANCE DISTRICT The Kent County Levy Court, in conjunction with the Kent Conservation District, created a Stormwater Maintenance District program. New housing developments within the County's jurisdiction are required to enter into the District and existing developments can opt into the District. If those developments opting in are within a municipal corporation, consent from the governing body is required and a Resolution proposing inclusion must be adopted. Mrs. Ann Marie Townshend, Director of Planning and Community Development, advised that many developments with stormwater management facilities require the homeowners’ association to manage their stormwater. She noted that many of those associations have found themselves somewhat ill equipped to be able to meet those responsibilities and stated that this is a great program to assist them. Mrs. Townshend informed members that the subdivision of Maple Glen had requested inclusion in the Stormwater Maintenance District. She noted that, if included, the Kent Conservation District will perform the stormwater maintenance and Kent County will levy a charge for the service. Mr. Hare moved for adoption of the Resolution, seconded by Mr. Hutchison and, by a unanimous roll call vote, Resolution No. 2015-10 was adopted, as follows: A RESOLUTION PROPOSING INCLUSION OF MAPLE GLEN INTO THE KENT COUNTY STORMWATER MAINTENANCE DISTRICT WHEREAS, pursuant to 9 Del. C. §5202 et. seq. and Chapter 187 §90.4.E.(1) of the Kent County Code, a Petition to extend the stormwater maintenance district for the area known as Maple Glen, lots 1 through 46 was submitted by a majority of the real property owners within the proposed district; and WHEREAS, pursuant to Chapter 187 §90.4.E.(2) of the Kent County Code, the Kent Conservation District inspected the stormwater management facilities for the proposed stormwater maintenance district, identified required repairs, and developed an operation and maintenance plan; and WHEREAS, all required repairs have been completed and inspected by the Kent Conservation District; and

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 4 WHEREAS, Chapter 187 §90.4.E.(7) of the Kent County Code requires that for subdivisions and land developments located within incorporated areas, the petition shall be accompanied by evidence of concurrence of the local governing body. NOW THEREFORE BE IT RESOLVED: 1. That the proposed stormwater maintenance district expansion is adequate and appropriate; and 2. That all of the property owners within the district are benefitted directly or indirectly thereby; and 3. That it is in the public interest to extend the stormwater maintenance district in the manner proposed; and 4. That the stormwater maintenance infrastructure within Maple Glen, exclusive of that within Delaware Department of Transportation/City of Dover right-of-way, shall be maintained in accordance with the Operation and Maintenance Plan and that maintenance shall include regular minor and major maintenance as well as emergency repairs as needed, as defined by Chapter 187 §90.4.B of the Kent County Code; and 5. That the inclusion of Maple Glen within the Stormwater Maintenance District and the resulting infrastructure maintenance managed by the County shall take precedence over any homeowner obligation for stormwater management included in declarations of restrictions or similar development agreements. Any common open space or infrastructure within a community not maintained as part of a stormwater maintenance district shall remain the responsibility of the homeowners; and 6. Inclusion of Maple Glen within the Stormwater Maintenance District shall not exempt lot owners within the subdivision from participation in a stormwater utility should one by established by the City of Dover; and 7. That Dover City Council concurs with the extension of the Stormwater Maintenance District - Maple Glen. ADOPTED: JUNE 8, 2015 PROPOSED RESOLUTION NO. 2015-11 - PROPOSING INCLUSION OF FOX HALL WEST ADDITION INTO THE KENT COUNTY STORMWATER MAINTENANCE DISTRICT The Kent County Levy Court, in conjunction with the Kent Conservation District, created a Stormwater Maintenance District program. New housing developments within the County's jurisdiction are required to enter into the district and existing developments can opt into the district. If those developments opting in are within a municipal corporation, consent from the governing body is required and a Resolution proposing inclusion must be adopted. Mrs. Ann Marie Townshend, Director of Planning and Community Development, advised that the Fox Hall West Addition, an interior portion of Fox Hall West, had requested inclusion in the Stormwater Maintenance District. She noted that, if included, the Kent Conservation District will perform the stormwater maintenance and Kent County will levy a charge for the service.

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 5 Mr. Neil moved for adoption of the Resolution, seconded by Mr. Hosfelt and, by a unanimous roll call vote, Resolution No. 2015-11 was adopted, as follows: A RESOLUTION PROPOSING INCLUSION OF FOX HALL WEST ADDITION INTO THE KENT COUNTY STORMWATER MAINTENANCE DISTRICT WHEREAS, pursuant to 9 Del. C. §5202 et. seq. and Chapter 187 §90.4.E.(1) of the Kent County Code, a Petition to extend the stormwater maintenance district for the area known as Fox Hall West Addition was submitted by a majority of the real property owners within the proposed district; and WHEREAS, pursuant to Chapter 187 §90.4.E.(2) of the Kent County Code, the Kent Conservation District inspected the stormwater management facilities for the proposed stormwater maintenance district, identified required repairs, and developed an operation and maintenance plan; and WHEREAS, all required repairs have been completed and inspected by the Kent Conservation District; and WHEREAS, Chapter 187 §90.4.E.(7) of the Kent County Code requires that for subdivisions and land developments located within incorporated areas, the petition shall be accompanied by evidence of concurrence of the local governing body. NOW THEREFORE BE IT RESOLVED: 1. That the proposed stormwater maintenance district expansion is adequate and appropriate; 2. That all of the property owners within the district are benefitted directly or indirectly thereby; and 3. That it is in the public interest to extend the stormwater maintenance district in the manner proposed; and 4. That the stormwater maintenance infrastructure within Fox Hall West Addition , exclusive of that within Delaware Department of Transportation/City of Dover right-of-way, shall be maintained in accordance with the Operation and Maintenance Plan and that maintenance shall include regular minor and major maintenance as well as emergency repairs as needed, as defined by Chapter 187 §90.4.B of the Kent County Code; and 5. That the inclusion of Fox Hall West Addition within the Stormwater Maintenance District and the resulting infrastructure maintenance managed by the County shall take precedence over any homeowner obligation for stormwater management included in declarations of restrictions or similar development agreements. Any common open space or infrastructure within a community not maintained as part of a stormwater maintenance district shall remain the responsibility of the homeowners; and 6. Inclusion of Fox Hall West Addition within the Stormwater Maintenance District shall not exempt lot owners within the subdivision from participation in a stormwater utility should one by established by the City of Dover; and 7. That Dover City Council concurs with the extension of the Stormwater Maintenance District - Fox Hall West Addition; and ADOPTED: JUNE 8, 2015

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 6 PROPOSED RESOLUTION NO. 2015-12 - PROPOSING VACATING AND ABANDONING HARMONY LANE During the Regular Council Meeting of November 25, 2013, Resolution No. 2013-26 Vacating and Abandoning Harmony Lane was adopted. It was stipulated in the Resolution that “Abandonment shall be conditional upon completion of the site development plan and parcel consolidation plan. The proposed abandonment shall be void and of no effect if the site development plan and parcel consolidation plan are not approved and recorded on or before November 25, 2014.” Subsequently, the abandonment expired and the developer of Walker Woods and Walker Woods II was in the process of completing the requirements for the abandonment. Resolution No. 2015-12 proposed vacating and abandoning Harmony Lane in order for the development to proceed as planned. Mr. Sudler moved for adoption Resolution No. 2015-12 (Exhibit #1), seconded by Mr. Hare and carried by a unanimous roll call vote. PUBLIC HEARING/FINAL READING OF PROPOSED ORDINANCE #2015-02 - REZONING REQUEST FOR PROPERTY LOCATED AT 801 NORTH STATE STREET, OWNED BY 801 GOLD COAST, LLC (LUTHER D. SHANK III) A public hearing was duly advertised for this time and place to consider the rezoning of property located at 801 North State Street, consisting of 1.943+/- acres, owned by Gold Coast, LLC (Luther D. Shank III). The property is currently zoned RG-3 (Group Housing) and the proposed zoning is C-2A (Limited Central Commercial). Mr. Sudler moved that the Final Reading of the proposed rezoning ordinance be acknowledged by title only, seconded by Mr. Hutchison and unanimously carried. (The First Reading of the ordinance was accomplished during the Council Meeting of February 9, 2015. On March 16, 2015, the Planning Commission deferred the public hearing and action on this item pending City Council's decision on Ordinance #2015-01. On April 13, 2015, the public hearing was scheduled for this time and place.) Planner's Review Mrs. Ann Marie Townshend, Director of Planning and Community Development, reviewed the petition to amend the zoning district and the findings and recommendations of the Planning Commission. She noted that on April 13, 2015 City Council adopted Ordinance #2015-01 amending the 2008 Comprehensive Plan, as amended, to change the land use classification of this property from medium density residential to commercial. Mrs. Townshend advised that the current zoning is RG-3 (Group Housing), which allows townhouses, and the proposed zoning is C-2A (Limited Central Commercial). The intended use is mixed-use development. Mrs. Townshend advised members that no members of the public spoke during the Planning Commission public hearing and the Planning Commission unanimously recommended approval of the proposed rezoning. Public Hearing Council President Slavin declared the public hearing open. Mr. Stephen E. Smith of Baird Mandalas Brockstedt, LLC, representing the applicant, stated that he was available to answer any questions.

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 7 There being no one else present wishing to speak, Council President Slavin declared the hearing closed. Mr. Hare moved for approval of the rezoning request. The motion was seconded by Mr. Sudler and, by a unanimous roll call vote, Council adopted Ordinance #2015-02, as follows: AN ORDINANCE AMENDING THE ZONING ORDINANCE AND ZONING MAP OF THE CITY OF DOVER BY CHANGING THE ZONING DESIGNATION OF PROPERTY LOCATED AT 801 NORTH STATE STREET WHEREAS, the City of Dover has enacted a zoning ordinance regulating the use of property within the limits of the City of Dover; and WHEREAS, it is deemed in the best interest of zoning and planning to change the permitted use of property described below from RG-3 (Group Housing Zone) to C-2A (Limited Central Commercial Zone). NOW, THEREFORE, BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 1. That from and after the passage and approval of this ordinance the Zoning Map and Zoning Ordinance of the City of Dover have been amended by changing the zoning designation from RG-3 (Group Housing) to C-2A (Limited Central Commercial) on that property located at 801 North State Street consisting of 1.943+/- acres, owned by 801 Gold Coast, LLC (Luther D. Shank III). (Tax Parcel: ED-05-068.09-01-13.00-000; Planning Reference Z-15-01; 3rd Council District) ADOPTED: JUNE 8, 2015 PUBLIC HEARING/FINAL READING OF PROPOSED ORDINANCE #2015-08 - REZONING REQUEST FOR PROPERTIES LOCATED AT 605, 625, 635, 645, AND 655 BAY ROAD AND 400 HASLET STREET A public hearing was duly advertised for this time and place to consider the rezoning of properties located at 605, 625, 635, 645, and 655 Bay Road and 400 Haslet Street, consisting of 80.02+/- acres, owned by Blue Hen CC, LLC, Read Street, LLC, and Blue Hen Apt, LLC. The properties are currently zoned RM-2 (Medium Density Residence) Subject to SWPOZ (Source Water Protection Overlay Zone); SC-3 (Regional Shopping Center); and SC-3 (Regional Shopping Center) Subject to SWPOZ (Source Water Protection Overlay Zone) and the proposed zoning is SC-2 (Community Shopping Center) and RG-2 (General Residence) Subject to SWPOZ; SC-2 (Community Shopping Center); SC-2 (Community Shopping Center) and RG-2 (General Residence); SC-2 (Community Shopping Center) Subject to SWPOZ (Source Water Protection Overlay Zone); and RG-2 (General Residence). Mr. Hutchison moved that the Final Reading of the proposed rezoning ordinance be acknowledged by title only, seconded by Mr. Sudler and unanimously carried. (The First Reading of the ordinance was accomplished during the Council Meeting of April 27, 2015.)

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 8 Planner's Review Mrs. Ann Marie Townshend, Director of Planning and Community Development, reviewed the petition to amend the zoning district and the findings and recommendations of the Planning Commission. Mrs. Townshend advised members that no members of the public spoke during the Planning Commission public hearing and the Planning Commission unanimously recommended approval of the proposed rezoning. Public Hearing Council President Slavin declared the public hearing open. Ms. Andrea Finerosky of Pettinaro Construction Company, representing the applicant, stated that they had worked very closely with the Planning Department to ensure that the plan was in compliance with all required regulations and that any site plan, should the rezoning be approved, would also be in compliance with all applicable regulations. There being no one else present wishing to speak, Council President Slavin declared the hearing closed. Mr. Neil moved for approval of the rezoning request, as recommended by the Planning Commission. The motion was seconded by Mr. Anderson and, by a unanimous roll call vote, Council adopted Ordinance #2015-08 (Exhibit #2). REQUEST FOR EXTENSION - VIOLATION OF THE DANGEROUS BUILDING ORDINANCE - PROPERTY LOCATED AT 742 SLAUGHTER STREET, OWNED BY JOE BURDEN, JR. During the Meeting of May 26, 2015 Council accepted staff's recommendations for 742 Slaughter Street, as follows: 1) declare this building and all accessory structures on this property dangerous; 2) order the property repaired or demolished by the owner or equity owner at their own risk; 3) order the Building Inspector to cause the repair or demolition of the structures if not completed by the owner within 10 days of the dates established by City Council; and 4) order the City Manager, with the assistance of the City Solicitor, to cause the cost of repairs or demolition to be charged against the land on which the building exists as a municipal lien or cause such cost to be added to the tax duplicate as an assessment, or to be levied as a special tax, or to be recovered in a suit at law against the owner. Unit C is to be repaired or demolished by June 26, 2015 and Units and A and B are to be repaired or demolished by September 26, 2015. During the Meeting of June 8, 2015, Council President Slavin stated that Dr. Burden had requested a time extension. Although there was no further appeal process for violations of the dangerous building ordinance, the nonconforming use status of the building housing units A and B was not considered in Council's previous approval, Mr. Slavin indicated that he would entertain a motion to reopen this matter for further discussion. Mr. Sudler moved to reopen consideration of the violation of the dangerous building ordinance for 742 Slaughter Street. The motion was seconded by Mr. Anderson and failed by a roll call vote of

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 9 eight (8) no (Anderson, Neil, Lewis, Cole, Hosfelt, Hare, Hutchison, and Slavin) and one (1) yes (Sudler). PUBLIC HEARING - ELECTRIC REVENUE FUND BUDGET A public hearing on the Electric Revenue Fund Budget is required for compliance with City of Dover Electric Revenue Bonds Resolutions prior to adoption of the budget. Notice of the public hearing was properly advertised for this time and place. Mr. Scott Koenig, City Manager, stated that the proposed Electric Fund budget for the Fiscal Year beginning July 1, 2015 through June 30, 2016 was included in the draft budget review and it proposed a rate increase. He noted that this was the public’s opportunity to comment on the Electric Fund Budget, as presented. Mr. Anderson noted that there was no proposed increase in the transfer from the Electric Fund to the General Fund. Mr. Koenig concurred that the transfer remained at $10M and that almost all facets of the utility are driven by the potential for purchased power, cash flow needs, and some increased expenses. He noted that these rate increases were necessary to have a healthy fund going forward. Council President Slavin declared the public hearing open. There being no one present wishing to speak during the public hearing, Council President Slavin declared the public hearing closed. No further action was taken. Council President Slavin noted that the First Reading of the Budget Ordinances would take place during the latter part of the meeting and that the Final Reading and adoption of the Ordinances were scheduled for the Regular Council Meeting of June 22, 2015. SETTING OF ELECTRIC RATES AND TARIFFS Mr. Scott Koenig, City Manager, advised that the consulting firm of Burns & McDonnell completed a cost-of-service study which analyzed the City’s rate classifications included in the tariffs. He noted that the draft budget indicated the potential impact of various classifications that ranged from as low as 2.4 percent to increases of slightly over 3 percent. In the total utility bill, a majority of that increase is related to increasing the customer charges, which is a guarantee of revenue to the utility. Mr. Koenig stated that there is also a charge related to providing standby power to the Garrison Energy Center. When the Garrison Energy Center is up and running, it is providing its own power for lighting and the offices. If the facility is offline for maintenance or other reasons, then it will be purchasing power from the City of Dover related to light, the administrative offices, and security lighting. All those rate tariffs are considered in the proposed new tariffs. Mr. Hutchison moved for approval of the proposed electric rates and tariffs, as recommended by staff. The motion was seconded by Mr. Neil and carried by a unanimous roll call vote. PRESENTATION - PLANNING AND INSPECTIONS AND RECREATION ANNUAL REPORT The Department of Planning and Inspections and Recreation submitted their Annual Report to City Council during their Regular Meeting of June 8, 2015. Mrs. Ann Marie Townshend, Director of Planning and Community Development, provided a Power Point Presentation (Exhibit #3), depicting highlights of the report.

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 10 Mr. Lewis advised members that, during the Parks, Recreation, and Community Enhancement Committee meeting held earlier in the day, he requested information on how much money was collected in fines for the fiscal year under code enforcement. Mrs. Townshend stated that she would send her response to all members of City Council. Noting that there were 277 vacant buildings in the City, Mr. Hutchison asked Mrs. Townshend if she felt that the laws and ordinances currently in place had allowed her and her staff to address these buildings as fast as they should. Responding, Mrs. Townshend stated that with the staff resources, they probably do. She indicated that increasing the fees would help because there are a lot of costs that the City carries. For instance, there are quite a few vacant buildings where the City is paying to have the grass cut and there are more and more administrative charges that are billed, which costs the City money. Mrs. Townshend stated that more stringent fees for the vacant buildings might encourage people to address them more quickly. Responding to Mr. Hutchison, Mrs. Townshend stated that fees for commercial buildings over 10,000 square feet were raised last year. She noted that all other fees were set in 2006. In response to Mr. Sudler, Mrs. Townsend stated that since they started the vacant building registry in 2006, over 1,400 buildings had been registered. She noted that staff did not really become proactive enforcing the registration until around 2011. Mrs. Townshend noted that the City is broken up geographically and each inspector previously was responsible for tall grass, vacant buildings, and housing inspections in their area. In 2011, the decision was made to take one (1) inspector and have them focus entirely on vacant buildings. Mr. Sudler questioned whether there was a need for more inspectors. Responding, Mrs. Townshend stated that they could achieve more with more code enforcement officers; however, that comes with greater cost and they would be looking at more dangerous buildings, which would cost more money. Mrs. Townshend stated that she believed that they were doing a good job with the staff they had. Mr. Sudler moved for acceptance of the 2015 Planning and Inspections and Recreation Annual Report, seconded by Mr. Neil and unanimously carried. MONTHLY REPORTS - APRIL 2015 By motion of Mr. Neil, seconded by Mr. Cole, the following monthly reports were accepted by consent agenda: City Assessor's Report Economic Development Office Report City Manager's Report Fire Chief's Report (March and April) City Planner's Report Police Chief's Report Controller/Treasurer's Budget Report 2015/16 COMMITTEE APPOINTMENTS (DEFERRED DURING THE MEETING OF MAY 26, 2015) By consent agenda, Mr. Neil moved for approval of the Committee appointments for 2015/2016. The motion was seconded by Mr. Cole and, by a unanimous roll call vote, the following appointments were made:

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 11 Parks, Recreation, and Community Enhancement Committee M. Milford Caldwell, Jr. (Appointed by Council President) Ann Baker Horsey (Appointed by Chairperson) Utility Committee Scott W. Cole (Appointed by Council President) REAPPOINTMENT RECOMMENDED BY MAYOR CHRISTIANSEN - DOVER PUBLIC LIBRARY ADVISORY COMMISSION - LOIS J. DUNNING - FIVE (5) YEAR TERM TO EXPIRE JUNE 16, 2020 Mayor Christiansen recommended the reappointment of Mrs. Lois J. Dunning to serve on the Dover Public Library Advisory Commission for a five (5) year term to expire June 16, 2020. By consent agenda, Mr. Neil moved for approval of the reappointment of Mrs. Lois J. Dunning to the Dover Public Library Advisory Commission, as recommended by Mayor Christiansen, seconded by Mr. Cole and carried by a unanimous roll call vote. FIRST READING - PROPOSED ORDINANCE #2015-10 - NOTIFICATION OF TAX RATE INCREASE OVER THE ROLLED BACK TAX RATE [REQUIRED IN ACCORDANCE WITH 22 DELAWARE CODE SECTION 1105(B)] Council President Slavin reminded the public that copies of proposed ordinances are available at the entrance of the Council Chambers or can be obtained from the City Clerk's Office. Final action by Council on the proposed ordinance will take place during the Council Meeting of June 22, 2015. Mr. Scott Koenig, City Manager, advised that this was the introductory ordinance prior to the budget discussion that sets the rollback rate. Mrs. Cheryl Bundek, City Assessor, indicated that, in total across the City, the assessed value of property went down slightly. The December 31, 2014 valuation was $3,191,130, 460 and, based on her calculations, the 2015/16 assessed value would be $3,103,526,891. Mr. Koenig stated that the tax rate would be increased from .3378 cents per $100 of assessed value to .3499 cents per $100 of assessed value to create a revenue neutral tax assessment. Mr. Koenig advised that, through the budget process, Council arrived at a proposed tax rate for FY 2015/16 of 40.5 cents, or .4050 dollars, per $100 of assessed value for the estimated value of $3,050,321,691 of property. This creates an increase over the rollback tax rate of approximately 15.7 percent. In accordance with Section 1-9 of the Dover Code, Council acknowledged the First Reading of the Ordinance Amendment as read by the City Clerk, by title only, as follows: Ordinance #2015-10 - Notification of Tax Rate Increase Over the Rolled Back Tax Rate [Required in accordance with 22 Delaware Code Section 1105(b)]

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 12 FIRST READING - PROPOSED ORDINANCE #2015-11 - FISCAL YEAR 2015/2016 CITY OF DOVER BUDGET ORDINANCES Council President Slavin reminded the public that copies of proposed ordinances are available at the entrance of the Council Chambers or can be obtained from the City Clerk's Office. Final action by Council on the proposed ordinance will take place during the Council Meeting of June 22, 2015. Mr. Scott Koenig, City Manager, stated that the draft ordinance identified the various components of the City Budget proposed for Fiscal Year 2015/16. He noted that when budget deliberations began several weeks ago, the total annual budget for the City of Dover was roughly $137M, of which approximately $41.8M was related to General Fund proposed spending across the City of Dover, and the General Fund is primarily supported by the property tax rate. Mr. Koenig stated that the FY 2015/16 General Fund budget, after the budget discussions, would be roughly $41.327M of spending, provided Council adopted the proposed draft budget. He noted that some of the major driving factors in this budget had been addressing resident concerns regarding public safety; street infrastructure; underground piping infrastructure, such as water and sewer; and power infrastructure related to electric lines and maintenance of the electric generating stations. Mr. Koenig also noted that many dollars were associated with the workforce, which is dedicated to providing a basic level of municipal services all across the City ranging from police, fire dispatch, sanitation, streets, code enforcement, financial management services, customer services– all facets of a full-service city that we, our residents, and our customers enjoy on a day-to-day basis. Mr. Koenig advised that the proposed spending plan included increasing full-time employees from 347 to 360 full-time equivalents and increasing part-time staff from 78 to 93. He noted that some of the major General Fund drivers included the addition of new police officers to improve public safety, the addition of a proposed planner position in the Planning Department to address ordinances related to potential downtown redevelopment and rewriting the subdivision code, as well as to address service levels in the City. Additionally, Mr. Koenig noted that there was also spending related to an increased allocation of operating expenses for the Fire Department, a street program that had climbed from $900,000 in FY 2014/15 to $1M in FY 2015/16, and improved funding related to water quality improvements or pipe replacement in the water system through the increased revenue being generated by the Garrison Energy Center or the Calpine Project. Mr. Koenig stated that the draft budget in the Water Fund anticipated roughly $1.6M in Water Fund revenues related to that facility. He indicated that notification was received earlier in the day that the facility is available for commercial operation. It was expected that revenue targets for FY 2015/16 related to the Garrison Energy Center would be met, which allowed a substantial increase in the transfer from the Water Sewer fund to the General Fund. Mr. Koenig noted that the transfer was roughly $500,000 in FY 2014/15 and it would climb to roughly $850,000 for FY 2015/16. Mr. Koenig advised that there were no water and sewer rate increases in the proposed budget and the utility would remain constant at the current rate; however, with the proposed workforce of 360, healthcare costs would be a strain. He noted that healthcare costs for FY 2015/16 would be roughly 15.7 percent higher than FY 2014/15.

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 13 Mr. Koenig stated that this budget had two labor unions that are under contracts right now. It addressed non-bargaining staff in the final recommendations coming out of the budget hearings; however, there were two (2) labor contracts that had not been signed, one (1) related to the Fraternal Order of Police (FOP) and one (1) to the Dover Organization of Employees (DOE). Mr. Koenig reminded members that expenses were reduced by approximately $944,000 during the budget review. He noted that revenue was also reduced by approximately $760,000 when the recommended tax rate was dropped from the 42 cents per $100 of assessed value to the current proposal of 40.5 cents per $100 of assessed value. Mr. Koenig stated that there was an increase of roughly 3 percent in the electric rate classifications across the board. He noted that the rates vary, depending on the classification, and some were as low as roughly 2.4 percent while others were as high as 3 to 3.4 percent. Mr. Koenig acknowledged the difficult work performed by members of Council, noting that they had been able to avoid General Fund tax increases in the past, and stated that the proposed increase over the rollback of 15.7 percent had been a difficult consideration for Council. He thanked members of Council for their consideration and City staff, Mrs. Mitchell in particular, for their assistance with preparing the budget. Council President Slavin thanked Mr. Koenig and staff for their work and patience during the budget hearings over the last two (2) weeks. He also thanked Council members for rolling up their sleeves and getting the work done, noting that they had cut nearly $1M of expenses out of the proposed budget. Mr. Slavin also acknowledged the work of previous Councils. He noted that their work in changing budgets in the last seven (7) to eight (8) years was nothing short of extraordinary. Mr. Slavin stated that previous Councils went after the expense side of the budget and their work was part of the continuum of the current budget situation. Council President Slavin stated that everyone felt that the economy would have rebounded a little bit stronger, and the economy appeared to be coming back; however, it was lagging for some of the City’s traditional revenue streams. He acknowledged that no one loves the specter of raising taxes; however, it was a compromise and a deliberative process, and coming to consensus among nine (9) people in a public session is always a challenge. Mr. Slavin thought that they should all feel that they had done service to the process and had done the necessary heavy lift. Responding to Mr. Sudler, Mr. Koenig stated that the negotiations between the City of Dover and the FOP were scheduled to get underway during the current week, noting that they had been delayed for administrative reasons not related to the City of Dover. He advised that he does not routinely seek the unions’ opinions on the budget and stated that all of the information is available for them to review. Mr. Sudler stated that, as a former shop steward in the union for Delaware State University, it would not hurt to reach out to them and get their opinions to show good faith. Mr. Neil questioned whether Mr. Koenig was any closer to an agreement with Calpine to purchase electricity, since they were scheduled to go online. Responding, Mr. Koenig stated that the station was commercially available for operation and was producing power to the grid. He noted that,

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 14 during a teleconference earlier in the day, the issue of whether the City will enter into a purchase power agreement with Calpine was related to regulatory issues that were being debated both at the national and regional levels. Mr. Lewis asked if they were doing everything possible to determine areas in the budget where cost savings or reductions could be achieved. Responding, Mr. Koenig stated that staff had done a very good job of balancing the expectation of the City’s citizens and customers with the need to make continuous improvements. He stated that, at the staff and department levels, every project is reviewed to see if they are getting the most for their money. Mr. Koenig advised that whenever there are open positions, they are evaluated to see if that position is appropriate for recruiting or if it should be modified. He stated that he thought the organization was doing everything possible to manage costs and had made a lot of progress on cost controls. Mr. Koenig advised that there were still some unknowns, such as the amount of Municipal Street Aid and Payments in Lieu of Taxes (PILOT) that would be received. Mr. Koenig stated that the City’s budget was healthy for many years because of a strong construction industry, and the economy had not recovered as quickly as they had hoped. He noted that the decline in building permit and transfer tax revenues over the last five (5) years had added to the gap in the General Fund and necessitated stabilizing revenues, whether from fees or taxes. Mr. Koenig indicated that looking at the tax rate was the most stable and fairest way to predict revenue and increase the baseline General Fund. Mr. Koenig stated that if the gap to be closed were $100,000 to $150,000 or even $200,000, fees would probably be examined; however, because the gap was significant, upwards of $2M when the process started, there was really no way to close it with fines or fees. He advised that the City’s workforce had been trimmed over the last five (5) years from 370 down to 347. The Police Chief felt that they needed 10 more officers to get a hold of the level and intensity of the activity associated with policing. Mr. Koenig noted that some members of Council had indicated that there was stress or decline in some service areas. Additionally, the road network declined significantly over the last few years because of very harsh winters and the size of the network was growing, which necessitates a robust road network spending plan. Mr. Koenig stated that there had been cuts in customer services and that had created concerns from an administrative level, such as if the bills were being collected and if customer concerns were being addressed. He felt that the proposed budget would help to achieve an acceptable level of service by reducing wait times related to electric, water, and sewer issues. Mr. Koenig stated that the departmental budget requests were pared down before they were presented to Council, and Council had paired those requests further. He stated that he believed the proposed budget was fair for the citizens from a service delivery standpoint, for the workforce from an employer standpoint, from a capital project standpoint, and, as residents had stated, the proposed tax increase, almost across the board, was less than a dollar a day for the average person. Mr. Koenig stated that the cost of not providing these services, or maintaining the level of service, or losing control of infrastructure or service delivery would be significantly higher in the long run.

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 15 Mr. Koenig suggested, going forward, that fees be looked at, noting that they may not have been adjusted for 20 or more years. He also proposed advocating at the State level for potential additional revenue that same-sized municipalities in other parts of the country were benefitting from. He reiterated his belief that everything possible had been done to cut costs and maintain levels of service. Mr. Koenig noted that if a single line item were identified, this could be debated going forward. Mr. Lewis requested that he be provided a cost containment punch list for the next five (5) years prior to June 22, 2015. Mr. Lewis asked that he be provided the total amount of overtime paid prior to June 22, 2015. Responding, Mr. Koenig stated that overtime costs were provided on Page 80 of the draft budget. He noted that the projected overtime amount for all divisions across the City was $879,000 for FY 2015/16. Responding to Mr. Lewis, Mr. Koenig stated that he did not consider this a time management problem, noting that $45,000 of the $879,000 related to police overtime, which had been a stable number; $115,000 of it related to electric system overtime or transmission and distribution system overtime, a majority of which related to after hours or on call related to outages or running the utility. Mr. Koenig advised that a number of areas of the City had little to no budget associated with overtime, and each of those individual departments that had large overtime expenses could explain them. He also noted that previous year totals were: FY 2012/13 - $917,000; FY 2013/14 - $955,000; and currently, through April - $802,000. Mr. Koenig stated that escalation of labor costs also influences those totals. It was his opinion that overtime costs remained relatively flat, with a possible slight decrease, and, as with everything else, it needed to be managed but was not out of control. Mr. Hare stated that he did not agree with the probable tax increase, nor did he think that everything that could be done had been. He stated that it was unknown if the health insurance program was the best that could be obtained and felt it could be reviewed for possible savings. Mr. Hare stated that it was unknown if the electric grid was going to continue to generate revenue or financial benefits beyond the next year or two (2), considering it was 56 years old and 40-year-old electric utilities were being retired. He felt that purchasing power from the new power plants should be researched. Mr. Hare also felt there was a need to look at the following: vacant properties; starting the budget process in January or February to allow more time for review; tax exempt properties; and a public safety fee that would apply to everyone. He noted that Delaware State University, which is tax exempt, was appraised at $245M, noting that Robbins Hose Company makes over 100 fire runs to the University per year and they do not pay taxes or make a donation to the Fire Department. Mr. Hare felt that tax exempt properties and other non-profits should donate something for the services they are receiving. Mr. Hare stated that he felt more police officers and the cadet program were needed; however, he felt those things would cost $8 to $10 a month instead of $1 a day. He stated that he did not see a $365 increase on any of the properties. Mr. Hare expressed the need to do a better job budgeting by starting earlier, getting involved by having every rock turned, and having all the facts to make an informed decision. In accordance with Section 1-9 of the Dover Code, Council acknowledged the First Reading of the Ordinance as read by the City Clerk, by title only, as follows: Ordinance #2015-11 - Fiscal Year 2015/2016 City of Dover Budget Ordinances

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 16 FINAL READING - PROPOSED ORDINANCE #2015-09, WITH STAFF AMENDMENT #1 (SA#1) The First Reading of the Proposed Ordinance was accomplished during the Council Meeting of May 26, 2015. Mr. Hutchison moved that the Final Reading of the proposed ordinance be acknowledged by title only, seconded by Mr. Hare and unanimously carried. Chapter 62 - Law Enforcement, Article II - Police Department, Chapter 106 - Traffic and Vehicles, Article III - Stopping, Standing and Parking, Division 2 - Metered Parking, and Appendix F - Fees and Fines Mr. Scott Koenig, City Manager, advised that the amendments clarify which laws are to be enforced; stipulate that the Police Chief selects the Deputy Police Chief; create a Police Chief Selection Committee; remove the special police section; establish the Police Cadet Program; bring the disposal of personal property held by the Police Department into compliance with existing policies and procedures; update traffic and vehicle fines, and simplify the language regarding violations and penalties, amending Appendix F - Fees and Fines to correspond with the language changes. Responding to Mr. Sudler, Police Chief Paul Bernat stated that the area for the Cadet Program was expanded to anywhere that they would be useful within the City of Dover. Mr. Anderson, noting that there had been recent complaints about Silver Lake and Dover parks, asked if they could be utilized in some of the City parks. Chief Bernat indicated that they could. Responding to Mr. Anderson, Chief Bernat stated that there is currently a code of conduct that applies to police officers. Mr. Anderson thought that it would be helpful to codify the code of conduct in case it was needed to dismiss someone for a conduct violation. Chief Bernat stated that he would look into it. Mr. Sudler moved for adoption of the proposed ordinance, seconded by Mr. Anderson and, by a unanimous roll call vote, Council adopted Ordinance #2015-09, as follows: BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: That Chapter 62 - Law Enforcement, Article II - Police Department, of the Dover Code be amended to read as follows: Sec. 62-31. - Generally. (a) Established. There shall be a city police department, which shall preserve peace and order and, within the city limits, compel obedience to all city ordinances, state, and federal laws. (b) Officers. The city council shall, upon adoption of the annual budget, designate the number and salaries of the individual police officers who shall comprise the police department. The police chief shall choose and appoint the deputy police chief and police officers.

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 17 Sec. 62-32. - Chief of police generally. (a) Designation. A police chief selection committee comprised of the mayor, council president, chair of the safety advisory and transportation committee, city manager, and human resources director shall advise the mayor on the nomination of the police chief. The mayor shall nominate a duly qualified chief of police, whose appointment shall be effective upon confirmation by the city council. The chief of police shall be subject to removal at any time by the mayor, with the affirmative vote of two-thirds of the members elected to the city council, and in accordance with 11 Del. C. Ch. 93 - Police Chief Due Process. (b) Functions. The chief of police shall have the authority to supervise and direct the police department and, pursuant to such authority, he shall promulgate police department rules and regulations, three copies of which are on file at the police department. (c) Reports. The chief of police shall submit monthly reports to the city council giving the number of arrests and other pertinent information required by the city council. Sec. 62-33. - Oath of police officers. Every police officer, before entering upon his duties, shall be sworn by the mayor to perform his duties faithfully. Sec. 62-34. - Enforcement of laws and ordinances. It shall be the duty of each police officer to diligently inquire into the observance of the laws and ordinances within the city and, in case of a breach, to cause the offender to be legally proceeded against. Sec. 62-35. - Authority to preserve order at fires. The police department shall have the authority, upon an alarm of fire, to report to the scene of a fire to preserve order and render any assistance to the fire department that may be practical. Sec. 62-36. - Disciplinary authority of chief of police. (a) Generally. The chief of police shall have final disciplinary authority and responsibility within the police department, subject to appeals to the mayor, and shall promulgate and carry out such disciplinary procedures as may be needed within his command. The chief of police shall, where cause exists, have the authority to suspend from duty an employee for a period of time not to exceed 30 days, to reduce employees in rank or pay grade, to place employees on probation and to suspend such sanctions as the need arises, or to dismiss an employee from service. (b) Appeal. Any employee so disciplined has the right to appeal, on the record, to the mayor.

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 18 (c) Subpoenas. The chief of police shall, for the limited purpose of compelling the appearance of witnesses before the professional standards board of the city police department, sitting for the purpose of affording due process to members of the city police department in disciplinary matters, have the power to issue subpoenas for that purpose. Sec. 62-37. - Mayor to advise council of personnel changes. The mayor shall advise the city council of any change in the personnel of the police department at the next regular city council meeting following the change. (Code 1968, § 2-33; Code 1981, § 18-5.1) Sec. 62-38. - Police cadet program. (a) Created; purpose. Due to the continuing safety and security concerns expressed by merchants, patrons, and residents, city council has authorized the Police Cadet Program to maintain a more visible presence in the City of Dover. The city manager and police chief shall expand or contract the number of police cadets at their mutual discretion. The objectives of the Police Cadet Program are to: 1. Allow merchants to build a rapport with the police cadets, allowing the police cadets to understand their needs. 2. Provide additional patrols to curb loitering, alcohol violations and pan handlers. 3. Provide additional patrols to curb noise ordinance violations (loud music from vehicles). 4. Provide additional patrols to curb harassment complaints. 5. Provide additional patrols in the Dover Public Library. 6. Allow the police department to screen and vet the police cadets for future employment as Dover police officers. 7. Provide a feeling of safety to the downtown patrons, the downtown merchants, and the residents of the City of Dover. (b) Appointment. The chief of police shall assign the authorized number of duly qualified individuals to the Police Cadet Program. The cadets shall be civilian employees of the police department and shall not be considered law-enforcement officers within the meaning of 11 Del. C. Ch. 92 - Law-Enforcement Officers' Bill of Rights. (c) Authority. The police cadets shall have the authority to issue summonses for violations of any ordinance of the City of Dover. The police cadets shall not have the authority to enforce the Delaware Code or make arrests for violations of the Delaware Code. (d) Oath. Every police cadet, before entering upon his or her duties, shall take an oath to faithfully perform his or her duties.

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 19 Sec. 62-39. - Sale of property. (a) Authorized. The chief of police shall have the authority to dispose of personal property held by the police department for a period in excess of one year, which said personal property shall be unclaimed evidence, lost and found articles, confiscated articles and any other items of personal property which have come into the hands of the members of the police department and have been held for a period of one year, if the owner or owners of the same shall be unknown or said property has been unclaimed. (b) Disposal. The chief of police shall dispose of the said property in accordance with the disposition policy and procedures as established by the City’s Finance Department. The proceeds of said sale shall be retained by the City to be used solely for police pensions as established in Section 62-74(d). Secs. 62-40-62-70. - Reserved. BE IT FURTHER ORDAINED: That Chapter 106 - Traffic and Vehicles, Article III - Stopping, Standing and Parking, Division 2 - Metered Parking, be amended to read as follows: Sec. 106-163. - Use of meters required. (a) Payment. Upon entering a parking meter zone when the parking meter regulations are in effect, the operator of a vehicle shall immediately make the required payment in U.S. currency by coin, cash, debit card, credit card, or other acceptable method of payment, in the parking meter situated at or near the parking space and operate the meter according to the instructions thereon. Failure to make the required payment shall result in a fine as provided for in Appendix F - Fees and Fines. (b) Payments accepted. All parking meters shall be adjusted so that when properly operated, payments may be made at any time throughout the time range of the meters, with each payment permitting the vehicle to be parked in a metered parking space for a period as provided for in Appendix F-Fees and Fines. (c) Overtime parking. It shall be unlawful for any person to allow a vehicle to remain parked in a parking meter zone for a period of time in excess of that prescribed in subsection (b) of this section for the particular payment. It shall be prima facie evidence of an overtime parking violation when the parking meter shall indicate by proper signal that the lawful parking period has expired. (d) Exceptions. The use of parking meters shall not be required on Sundays and legal holidays.

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 20 Sec. 106-164. - Violations; penalties. (a) Generally. Any person convicted of violating the provisions of this article or of aiding, abetting or assisting in the violation of said provisions shall be sentenced to pay a fine as provided for in Appendix F—Fees and Fines. (b) Enhanced civil enforcement authority. If five or more violations of this article have been issued to a vehicle and those violations are more than 30 days past due, or if accumulated unpaid violations of this article exceed more than $100.00, the vehicle shall be subject to enhanced civil enforcement, as follows: (1) Such vehicle found parked on any street in the city shall be immobilized by any police officer or parking enforcement employee of this city in such manner as to prevent its operation. Any vehicle so immobilized or impounded shall not be released to its lawful owner until all unpaid violations and applicable administrative fees issued to such owner have been discharged by payment in full, together with payment for the costs of immobilizing, releasing, and storing such vehicle. The owner shall sign a receipt for such vehicle. Payment for any such towing shall be in accordance with the towing costs outlined in the current agreement between the police department and the towing operator. If the vehicle is a tractor-trailer combination, the trailer may be released to an authorized agent if the tractor-trailer is immobilized pursuant to this section. (2) In any case involving immobilization of a vehicle pursuant to this section, the police officer or parking enforcement employee shall place on such vehicle, in a conspicuous manner, notice sufficient to warn any individual that such vehicle has been immobilized and that any attempt to move such vehicle might result in damage to such vehicle. (3) Any vehicle remaining immobilized and not released for 120 hours may be towed and impounded at the direction of a police officer or parking enforcement employee. (4) Any person who unlawfully removes a device for immobilization of a vehicle shall be fined as provided for in Appendix F—Fees and Fines. (5) Any person who tows or otherwise moves an immobilized vehicle without authorization by the chief of police or his designee shall be fined as provided for in Appendix F—Fees and Fines. (c) Cost. No cost will be assessed if payment of the penalty as hereinbefore imposed is voluntarily paid without the necessity of a hearing before the proper official. BE IT FURTHER ORDAINED: That Appendix F - Fees and Fines, of the Dover Code be amended to read as follows:

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 21 Chapter 106—Traffic and Vehicles, Article III—Stopping, Standing and Parking, Division 1—Generally Sec. Residential parking 106-135 $20.00 fine or $15.00 Subsec. if paid within 72 Expiration; Two-hour parking (i)(1) hours of issuance of such fine $20.00 fine or $15.00 Subsec. if paid within 72 Expiration; Change of residence, etc. ..... (i)(2) hours of issuance of such fine Any violation of this section not having a stated, specified Subsec. penalty will result in Violations; penalties ..... (m) a $20.00 fine or $15.00 if paid within 72 hours of issuance of such fine Sec. Parking areas for persons with disabilities 106-137 Failure to achieve compliance within 30 calendar days of the Subsec. issuance of the notice Signage; Fines ..... (c)(3) of violation shall be subject to the fines set forth in subsection (f) of this section Whoever violates this section shall be fined not less than the Subsec. Penalties ..... minimum fine as (f) defined in 21 Del. C. § 4183 at the time the violation occurred Chapter 106—Traffic and Vehicles, Article III—Stopping, Standing and Parking, Division 2—Metered Parking Sec. Use of meters required 106-163 $20.00 fine or $15.00 Subsec. Failure to make the required payment if paid within 72 (a) in the parking meter hours of issuance of such fine

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 22 Subsec. (b) Payments accepted Permits the vehicle to Each $0.25 coin ..... be parked for a period of one hour Permits the vehicle to be parked for the duration of the Each $1.00 ..... enforcement period of 8:00 a.m. to 5:00 p.m. Sec. Violations; penalties 106-164 Subsec. Generally; Each violation if paid within A fine of not less than (a) 24 hours from time summons giving $1.00 for each notice of violation is issued ..... violation Subsec. Generally; Each violation if paid after $2.00 for each (a) expiration of 24 hours from time violation, if payment summons giving notice of violation is is made voluntarily issued ..... prior to the time and date set forth in the summons Subsec. Fourth Violation; Each violation if paid $1.00 for each such (a) within one hour from time summons violation giving notice of violation is issued ..... Subsec. Fourth Violation; Each violation if paid $2.00 for each (a) after expiration of one hour from time violation, if payment summons giving notice of violation is is made voluntarily issued ..... prior to the time and date set forth in the summons Subsec. Fifth violation, etc.; Any person $5.00 for each such (a) committing more than four violations violation, if payment within any 30-day period of the is made voluntarily provisions of this division ..... prior to the time and date set forth in the summons. Subsec. Any person who unlawfully removes a $500.00 fine for each (b)(4) device for immobilization of a vehicle..... violation

CITY COUNCIL MEETING OF JUNE 8, 2015 PAGE 23 Subsec. Any person who tows or otherwise $500.00 fine for each (b)(5) moves an immobilized vehicle without violation authorization by the chief of police or his designee ..... Subsec. Cost. No cost will be assessed if payment of the penalty as (c) hereinbefore imposed is voluntarily paid without the necessity of a hearing before the proper official ADOPTED: JUNE 8, 2015 COUNCIL MEMBERS’ ANNOUNCEMENTS Mr. Sudler thanked the NAACP and the Dover Human Relations Commission for organizing and participating in the Stop the Violence event on Saturday. He noted that Council President Slavin and Councilman Anderson were there to represent the City of Dover. Mr. Sudler stated that he hoped that the rest of the Council members would participate in future events. Mr. Hosfelt advised that the Bicentennial Neighborhood Watch Association would be meeting on Thursday, June 11, 2015 at the Dover Police Public Assembly Room at 7:00 p.m. Mr. Sudler moved for adjournment, seconded by Mr. Neil and unanimously carried. Meeting adjourned at 9:04 P.M. TRACI A. McDOWELL CITY CLERK All orders, ordinances, and resolutions adopted by City Council during their Regular Meeting of June 8, 2015, are hereby approved. ROBIN R. CHRISTIANSEN MAYOR /TM S:\AGENDAS-MINUTES-PACKETS-PRESENTATIONS-ATT&EXH\Council-Minutes\2015\06-08-2015.wpd Exhibits Exhibit #1 - Resolution No. 2015-12 - Vacating and Abandoning Harmony Lane Exhibit #2 - Ordinance #2015-08 - Rezoning Properties Located at 605, 625, 635, 645, and 655 Bay Road and 400 Haslet Street Exhibit #3 - Presentation - Planning, Inspections, and Recreation 2014 Annual Report

EXHIBIT #1 Regular Council Meeting of 06/08/2015

EXHIBIT B Harmony Lane Abandonment Parcel ID Parcel Address ED05‐067.18‐01‐12.00 135 HARMONY LN ED05‐067.18‐01‐47.00 1361 WALKER RD ED05‐067.18‐01‐41.00 52 HARMONY LN ED05‐067.18‐01‐52.00 55 HARMONY LN ED05‐067.18‐01‐42.00 48 HARMONY LN ED05‐067.18‐01‐38.00 64 HARMONY LN ED05‐067.18‐01‐54.00 63 HARMONY LN ED05‐067.18‐01‐39.00 60 HARMONY LN ED05‐067.18‐01‐40.00 56 HARMONY LN ED05‐067.18‐01‐53.00 59 HARMONY LN ED05‐067.18‐01‐51.00 51 HARMONY LN ED05‐067.18‐01‐28.00 104 HARMONY LN ED05‐067.18‐01‐26.00 112 HARMONY LN ED05‐067.18‐01‐24.00 120 HARMONY LN ED05‐067.18‐01‐63.00 123 HARMONY LN ED05‐067.18‐01‐22.00 128 HARMONY LN ED05‐067.18‐01‐13.00 139 HARMONY LN ED05‐067.18‐01‐66.01 1357 WALKER RD ED05‐067.18‐01‐65.00 131 HARMONY LN ED05‐067.18‐01‐25.00 116 HARMONY LN ED05‐067.18‐01‐61.00 115 HARMONY LN ED05‐067.18‐01‐44.00 40 HARMONY LN ED05‐067.18‐01‐49.00 43 HARMONY LN ED05‐067.18‐01‐45.00 36 HARMONY LN ED05‐067.18‐01‐33.00 84 HARMONY LN ED05‐067.18‐01‐55.00 67 HARMONY LN ED05‐067.18‐01‐37.00 68 HARMONY LN ED05‐067.18‐01‐23.00 124 HARMONY LN ED05‐067.18‐01‐27.00 108 HARMONY LN ED05‐067.18‐01‐64.00 127 HARMONY LN ED05‐067.18‐01‐30.00 96 HARMONY LN ED05‐067.18‐01‐60.00 87 HARMONY LN ED05‐067.18‐01‐31.00 92 HARMONY LN ED05‐067.18‐01‐18.00 144 HARMONY LN ED05‐067.18‐01‐17.00 148 HARMONY LN ED05‐067.18‐01‐19.00 140 HARMONY LN ED05‐067.18‐01‐16.00 152 HARMONY LN ED05‐067.18‐01‐15.00 147 HARMONY LN ED05‐067.18‐01‐20.00 136 HARMONY LN ED05‐067.18‐01‐21.00 132 HARMONY LN ED05‐067.18‐01‐14.00 143 HARMONY LN ED05‐067.18‐01‐58.00 79 HARMONY LN ED05‐067.18‐01‐34.00 80 HARMONY LN ED05‐067.18‐01‐57.00 75 HARMONY LN ED05‐067.18‐01‐35.00 76 HARMONY LN ED05‐067.18‐01‐43.00 44 HARMONY LN ED05‐067.18‐01‐50.00 47 HARMONY LN ED05‐067.18‐01‐32.00 88 HARMONY LN ED05‐067.18‐01‐59.00 83 HARMONY LN ED05‐067.18‐01‐29.00 100 HARMONY LN ED05‐067.18‐01‐62.00 119 HARMONY LN ED05‐067.18‐01‐48.00 39 HARMONY LN ED05‐067.18‐01‐56.00 71 HARMONY LN ED05‐067.18‐01‐36.00 72 HARMONY LN

EXHIBIT #2 Regular Council Meeting of 06/08/2015 CITY OF DOVER ORDINANCE #2015-08 AN ORDINANCE AMENDING THE ZONING ORDINANCE AND ZONING MAP OF THE CITY OF DOVER BY CHANGING THE ZONING DESIGNATION OF PROPERTIES LOCATED AT 605, 625, 635, 645, AND 655 BAY ROAD AND 400 HASLET STREET WHEREAS, the City of Dover has enacted a zoning ordinance regulating the use of property within the limits of the City of Dover; and WHEREAS, it is deemed in the best interest of zoning and planning to change the permitted use of properties described below and further specified in Exhibit A to this ordinance from the existing zoning classifications to the proposed zoning classifications specified in Exhibit B to this ordinance. NOW, THEREFORE, BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 1. That from and after the passage and approval of this ordinance the Zoning Map and Zoning Ordinance of the City of Dover have been amended by changing the zoning designation from the existing to the proposed zoning designations as specified in Exhibit B to this ordinance on those properties located at 605, 625, 635, 645, and 655 Bay Road and 400 Haslet Street, on the east side of Bay Road and south of Blue Hen Boulevard between Bay Road and Haslet Street, consisting of 80.02+/- acres and depicted in Exhibit A to this ordinance, owned by Blue Hen CC, LLC; Read Street, LLC; and Blue Hen Apt, LLC. (Planning Reference Z-15-02; Council District: 2) Tax Parcels: ED-05-077.00-01-19.00-000; ED-05-077.00-01-19.02-000; ED-05-077.00-01-19.03-000; ED-05-077.00-01-19.04-000; ED-05-077.00-01-19.05-000; ED-05-077.00-01-19.06-000; ED-05-077.00-01-19.07-000; ED-05-077.00-01-19.08-000; ED-05-077.00-01-19.09-000; ED-05-077.00-01-01.00-000 ADOPTED: JUNE 8, 2015 S:\ORDINANCES\2015\ADOPTED\Ordinance #2015-08 - Rezoning 655 S. Bay Road - ADOPTED.wpd Actions History June 8, 2015 - Public Hearing/Final Reading by City Council May 18, 2015 - Review by Planning Commission April 27, 2015 - First Reading by City Council

EXHIBIT A Ordinance #2015-08

Ordinance #2015‐08 ‐ EXHIBIT B Parcel Size Parcel Address (acres) Owner Existing Zoning Proposed Zoning ED‐05‐077.00‐01‐19.09‐000 605 Bay Road 2.69 Blue Hen CC, LLC RM‐2 (Medium Density Residence Zone) SC‐2 (Community Shopping Center Zone) and and subject to the SWPOZ (Source Water RG‐2 (General Residence Zone) and subject to Protection Overly Zone) the SWPOZ (Source Water Protection Overlay Zone) ED‐05‐077.00‐01‐19.02‐000 625 Bay Road 1.41 Read Street LLC SC‐3 (Regional Shopping Center Zone) SC‐2 (Community Shopping Center Zone) ED‐05‐077.00‐01‐19.00‐000 635 Bay Road 1.13 Blue Hen CC, LLC SC‐3 (Regional Shopping Center Zone) SC‐2 (Community Shopping Center Zone) ED‐05‐077.00‐01‐19.06‐000 645 Bay Road 0.92 Blue Hen CC, LLC SC‐3 (Regional Shopping Center Zone) SC‐2 (Community Shopping Center Zone) ED‐05‐077.00‐01‐19.03‐000 655 Bay Road 12.82 Blue Hen CC, LLC SC‐3 (Regional Shopping Center Zone) SC‐2 (Community Shopping Center Zone) and RG‐2 (General Residence Zone) ED‐05‐077.00‐01‐19.05‐000 655 Bay Road 23.16 Blue Hen CC, LLC SC‐3 (Regional Shopping Center Zone) SC‐2 (Community Shopping Center Zone) and RG‐2 (General Residence Zone) ED‐05‐077.00‐01‐19.04‐000 655 Bay Road 0.93 Blue Hen CC, LLC SC‐3 (Regional Shopping Center Zone) SC‐2 (Community Shopping Center Zone) ED‐05‐077.00‐01‐19.07‐000 655 Bay Road 13.21 Blue Hen CC, LLC SC‐3 (Regional Shopping Center Zone) and SC‐2 (Community Shopping Center Zone) and subject to the SWPOZ (Source Water RG‐2 (General Residence Zone) and subject to Protection Overlay Zone) the SWPOZ (Source Water Protection Overlay Zone) ED‐05‐077.00‐01‐19.08‐000 655 Bay Road 3.09 Blue Hen CC, LLC SC‐3 (Regional Shopping Center Zone) and SC‐2 (Community Shopping Center Zone) and subject to the SWPOZ (Source Water subject to the SWPOZ (Source Water Protection Overlay Zone) Protection Overlay Zone) ED‐05‐077.00‐01‐01.00‐000 400 Haslet 20.66 Blue Hen Apt, LLC RM‐2 (Medium Density Residence Zone) RG‐2 (General Residence Zone) Street E:\City Clerk\[Invoice #2015‐62 ‐ Moore .xlsx]FOIA Invoice

EXHIBIT #3 Regular Council Meeting of 06/08/2015 2014 Annual Report EXHIBIT #3 Regular Council Meeting of 06/08/2015

 Planning, Zoning, Plan Review  Building Inspections  Fire Inspections, Investigations, Plan Review  Licensing and Permitting  Parks and Recreation – Athletic Leagues, Fitness Classes, Recreation Programming

 Garrison Oak Technical Park • Uzin Utz • Garrison Energy Center • Park Infrastructure

 Route 13 Redevelopment • Winner Ford and Winner VW • Uno’s/Dover Litho Site  Downtown Redevelopment • Family Dollar • Inner City Cultural League • Downtown Development District

Permits Issued, 2010-2014 1,704 Building Permits Issued New Home Construction: 2011: 48 2012: 37 2013: 50 2014: 44

Planning Commission Applications Board of Adjustment Applications 2014 Appeals 2014 Unified Sign, 1 Rezoning, 3 Dismissed, 1 Appeals Conditional Denied, 2 Site Plans, 13 Uses, 4 Subdivisions, 5 Approved Miscellaneous, Total Reviewed: 34 Total Applications: 14 Variances, 11 8 Architecural Review Certification Permits Issued 2014 Building Permits by Staff Sign Permits by Staff Building Permits by HDC 5 and Planning Commission Building Permits by HDC 21 (0) 42 Sign Permits by HDC (0)

735 Inspections/Complaints Handled • 379 Fire Code Inspections • 77 Certificate of Occupancy • 99 Administrative Walk Through Inspections • 170 Life Safety Inspections 81 Fire Protection Permits 71 Fire Investigations Fire Type Number Value of Loss Accidental 44 $1,206,000 Incendiary 21 $171,600 Undetermined 6 $70,500 TOTAL 71 $1,448,100

Types of Inspections/Cases Entered Annual Rental Housing 398 Inspections Property Maintenance Exterior 560 Tall Grass and Weeds 924 No Valid Business License 108  8,184Inspections Performed No Valid Building Permit 79  82% of Cases Staff Initiated Zoning 104 Dover City Ordinances 652 All Others 1182 Total 4,007

 277 Buildings Registered Vacant  $104,000 Vacant Building Registration Fees  41 Active Dangerous Buildings • 8 Demolished by City of Dover • 4 Demolished by Others • 6 Repaired by Owners

 48,065 patrons & visitors were recorded in the John W. Pitts Recreation Center  3,000 (approx.) participated in our softball, field hockey, lacrosse and volleyball leagues  2,800 attended summer Concerts on the Green series  Total FY14 revenues • $75,600 Leagues • $26,240 General Recreation • $18,600 Field/Building Rentals • $ 6,560 Trips • $ 13,500 Sports • $ 16,889 Camps

 Bicycle & Pedestrian Plan  Challenger Sports  Indoor Field Hockey and Ladies Lacrosse  Planning for Future Needs • Mallard Park Planning Process • Recreation Needs Assessment

Certificate of Congratulations presented to The Dover High School Boys Track and Field Team for its outstanding performance during the 2015 season, finishing the Henlopen Conference with 13 wins and no losses, winning the Delaware State Invitational, placing second in the Keith Burgess Invitational and third in the Bishop McNamara Invitational, and capturing the Henlopen Meet and Division 1 State Championships. Christian Adkins Breon Dennis Jeremy Lepore Amir Ross Jaden Adkins Nyjal Drayton Devin Locklin Rasaki Sa/awe Cameron Allison Nicholas Glover Riley Maldonado Sean Saxton Dion Baker John Goldman Xavier Marion Adam Spencer Dorian Baker Devin Hagaman Antwaun Matthews Clarence Spencer Marcus Batson Naquone Harris-Dukes Jordan McCullough Dorion Sudler Karim Beatty Deontray Hickman Antoine McDonald Brandon Walker Khari Bonelli Jemir Hunter Tre 'Vonne Moore Jonathan Waters Jason Brittingham Temple Jefferson Chidi Nwogbaga Alshawn Wheeler Marshal Capinpin Aaron Johnson Raphael Okonkwo Zaire White John Rode! Castro DaJuan Jordan Travon Robinson Gavin Williams Tayshaun Chisholm NykiemLee Donovan Rogers De Vontae Wilson The following team members received r 1 Team All State Designation: Roderick Brown Ronald Jones Kyron Roberts Darius Taylor Mykele Young-Sanders The entire team and Coaches James Solomon (State ofDelaware Track and Field Coach ofthe Year 2015), Roger Lilly, Michael Denny, Constance Hayes, James Kilby, Vincent Terenik, Dwayne Wilson, and are commended for their hard work, dedication, and commitment. The City ofDover extends its sincere congratulations. June 22, 2015 ROBIN R. CHRISTIANSEN TIMOTHY A SLAVIN MAYOR COUNCIL PRESIDENT

PARKS, RECREATION, AND COMMUNITY ENHANCEMENT COMMITTEE The Parks, Recreation, and Community Enhancement Committee meeting was held on June 8, 2015, at 3:34 p.m. with Chairman Anderson presiding. Members present were Mr. Lewis, Mr. Caldwell, and Mrs. Horsey. Mr. Hosfelt was absent. AGENDA ADDITIONS/DELETIONS Mrs. Horsey moved for approval of the agenda, seconded by Mr. Lewis and unanimously carried. Review of Youth Advisory Committee Membership Applications Mr. Anderson advised members that several applications had been received for the Youth Advisory Committee (YAC), noting that there were several slots on the Committee to be filled. He stated his belief that at least five (5) more applications could be accepted and that additional young people could still be involved if they wanted to. Mr. Anderson indicated that past history had shown that typically some members of the YAC may drop out, and members who are older students may leave the area to attend college. He stated that members would review applications and rank them in order of their preference and then discuss them. Noting that there were potential applicants for the Committee in the audience, Mr. Lewis requested that Mr. Anderson provide a brief history of the YAC. Mr. Anderson stated that the Committee was originally started many years ago and then fell into disuse. Subsequently, former Councilwoman Sophia Russell attended a National League of Cities Conference where she heard about other successful youth councils. She returned to Dover, made revisions, and got a vibrant YAC started. Mr. Anderson stated that the YAC appealed to young people because it was about advocacy and provided an outlet for concerned young people to report to Council on issues relating to youth, so that their voices could be heard. Noting that many young people say there is nothing to do, Mr. Anderson stated that the YAC would also provide activities for young people. Having an official organization to access City facilities and connect with City events would help to cut through bureaucracy, and the young people would be involved with planning family-friendly events and recreational programs that are alcohol and drug free. Mr. Anderson stated that the Committee also has a leadership development aspect to it and would provide opportunity for participants to develop leadership skills, such as planning, goal setting, delegation, responsibility, budgeting, and being able to function in an adult world following structure and rules, which would benefit the participants throughout their lives. Mr. Caldwell questioned if there were a vision and direction for the young people and specific ideas for what they would do. Responding, Mr. Anderson stated that the YAC had started to develop their vision and goals, noting that part of this must come from members as the beginning of their leadership development. Mr. Anderson stated that one (1) project would be absolutely non-negotiable, a good New Year’s Eve event. He stated that this would give members a big goal that excites them, as well as many people in the community. He stated that there had been many financial and other types of pledges from the community to support this. Mr. Anderson stated that youth members had also asked to be involved with Parks and Recreation Department events, such

PARKS, RECREATION, AND COMMUNITY ENHANCEMENT COMMITTEE MEETING OF JUNE 8, 2015 PAGE 2 as a Concert on the Green. A First Friday event was being discussed with the Economic Development Office. Mr. Anderson felt that the youth members would be interested in asking questions and in advocacy, noting that some were very much touched by the violence that had been happening. He indicated the desire to make sure that there are outreach efforts, so there is a feeling that it is more “cool” to be with the people who are doing the right thing rather than those doing the wrong thing. Mrs. Horsey felt that this was an amazing leadership opportunity, noting the desire to capture our youth now. She inquired if having two (2) references was a requirement for applicants or just a recommendation. Responding, Mr. Anderson stated that there was no code requirement for a reference for any committee; however, preference would be given to applicants with recommendations. This would help members to judge them better since it would indicate that someone besides their mother thinks they are worthy of participating, and that they showed initiative and were able to approach someone to get a reference. Mr. Lewis moved that Application D (Michael Gardner-Adult Applicant) be sent to Council with a favorable recommendation pending successful criminal background and clean hands checks. The motion was seconded by Mr. Caldwell and unanimously carried. Mr. Anderson reviewed the rankings of the youth applicants for the Youth Advisory Committee. Mrs. Horsey moved to recommend approval of Application A (Zorana Ilic), seconded by Mr. Caldwell and unanimously carried. Mr. Lewis moved to recommend approval of Application C (Lauren Scott), seconded by Mrs. Horsey and unanimously carried. Mr. Lewis moved to recommend approval of Application F (Jordan Harmon), seconded by Mr. Caldwell and unanimously carried. Mr. Lewis moved to recommend approval of Application B (Michael Kosior), seconded by Mrs. Horsey and unanimously carried. Mrs. Horsey moved to recommend approval of Application E (Rocher Hopkins) for any slots that become open, seconded by Mr. Lewis and unanimously carried. Review of Planning, Inspections, and Recreation 2014 Annual Report Mrs. Ann Marie Townshend, Director of Planning and Community Development, advised members that the Review of the Planning, Inspections, and Recreation Annual 2014 Report would be considered by City Council during their Regular Meeting scheduled for later in the evening. Mrs. Townshend reviewed a presentation of the Planning, Inspections & Recreation 2014 Annual Report (Attachment #1).

PARKS, RECREATION, AND COMMUNITY ENHANCEMENT COMMITTEE MEETING OF JUNE 8, 2015 PAGE 3 Mrs. Townshend reviewed the 2014 highlights for the Department, noting that the Garrison Energy Center at the Garrison Oak Technology Park was scheduled to go online today and Uzin Utz had begun construction. In regard to Route 13 redevelopment, she advised members that the Produce Junction is underway at the former CompUSA site. Mrs. Townshend explained that 1,704 building permits were issued in 2014, which was slightly fewer than 2013. There were 44 new home construction permits in 2014, slightly fewer than the prior year. Permits for 2015 were starting to pick up slightly and 25 permits had been issued by five (5) months into the current year. She explained that rental permits and business licenses were somewhat flat, noting that rental permits had spiked back when the housing crisis was at its peak, and business licenses had not rebounded from a drop that occurred when the economy declined. Mrs. Townshend advised members that 34 applications were reviewed by the Planning Commission and 14 by the Board of Adjustment in 2014. She explained that architectural review certificates relate to administrative review of building permits to ensure compliance with Historic District guidelines, and some of these certificates are reviewed by the Historic District Commission. Mrs. Townshend indicated that 735 inspections or complaints were handled by the three (3) staff members of the Fire Marshal’s Office. There were 81 fire protection permits and 71 fire investigations, which was a significant increase over 2013. In regard to code enforcement, Mrs. Townshend stated that 8,184 inspections were performed and there were 4,007 cases, 82% of which were initiated by either Planning Department staff or through referrals from other City departments. In response to Mr. Lewis regarding the total amount of fines collected by the City, Mrs. Townshend stated that she could provide a breakdown of this amount at the Regular City Council Meeting scheduled later in the evening. Mrs. Townshend stated that there were just under 400 housing inspections, 560 property maintenance exterior cases, and 924 grass cases in 2014, and other violations amounted to a quarter of the caseload. Mrs. Townshend reviewed the statistics regarding vacant buildings. Responding to Mr. Anderson regarding how many of these buildings were commercial versus residential, Mrs. Townshend stated that there was no breakdown in the system; however, the vast majority of them are residential. She advised members that the vacant building ordinance was passed in 2006 to address a commercial issue; however, when the housing crisis hit, the ordinance became very important because there were so many vacant properties. The City now knows the location of these properties and can make sure they are secure and respond to issues that come up.

PARKS, RECREATION, AND COMMUNITY ENHANCEMENT COMMITTEE MEETING OF JUNE 8, 2015 PAGE 4 In reviewing information related to the City’s Parks and Recreation Program, Mrs. Townshend informed members that leagues are a big revenue source for the Department, noting that a decline was being seen in softball, which had previously brought in large revenues. She indicated that the City’s Sports Coordinator had been working to build other leagues and it was hoped that indoor field hockey and girls’ indoor lacrosse would start to balance this out. Mrs. Townshend expressed her excitement regarding the City’s Challenger Sports Program, which includes football, cheerleading, and basketball. Students with disabilities from the John S. Charlton and Kent County Community Schools participate in this program, along with athletes from Dover High School who work as volunteers. Mrs. Townshend indicated that special needs participants benefit from the program, but it is also a valuable experience for the high school volunteers who work with them. Mrs. Townshend stated that staff had been working on planning future needs, including a Recreation Needs Assessment, noting that the draft of this document would be presented to members during their next meeting. She indicated that the City’s Second Annual Bike to Work Day was held in 2014 and participation increased in 2015, which was its third year. Mrs. Townshend advised members that community involvement in park planning is sought, explaining that a community meeting was held at Mallard Pond and children were invited to sit down with playground catalogs and draw the type of playground that they want. She stated that Super Summer Playground would be getting into full swing during the following week. Responding to Mr. Lewis regarding where the $104,000 received from vacant building fees goes, Mrs. Townshend stated that these fees go to the City’s General Fund. In response to Mr. Anderson’s request for information regarding the progress of the Capital City Trail and its link with the City recreation plan, Mrs. Townshend explained that this trail starts from Silver Lake, extends along Park Drive and runs behind the Delaware Public Archives, down Martin Luther King, Jr. Boulevard, and south along Route 13 to its intersection with Public Safety Boulevard. The trail can then be picked up from Public Safety Boulevard and extends to Route 10. Mrs. Townshend stated that, in looking at the Statewide Comprehensive Outdoor Recreation Plan, which is the statewide needs assessment, trails and pathways were included at the top of the list. This was also true in the City and Mrs. Townshend expected that planning for trails would be ramped up. She stated that people would like loop trails around Dover and Schutte Parks. Mrs. Townshend noted that the Bicycle and Pedestrian Subcommittee was working to push forward the Senator Bikeway project, which would be an on and off road route along the Route 8 corridor linking with the Capital City Trail. It would include trails as well as lesser stressed streets that would be a safe place to ride for those who are not advanced cyclists. In response to Mr. Anderson regarding accommodating skateboarders, Mrs. Townshend stated that skateboarders could use multi-use trails. She indicated that skateboarding has two (2) components: 1) safe passage to and from destinations, and 2) a skate park. Mrs. Townshend stated that there is no place for skateboarders to do stunts, and they are currently using places like the steps of Legislative Hall for this purpose.

PARKS, RECREATION, AND COMMUNITY ENHANCEMENT COMMITTEE MEETING OF JUNE 8, 2015 PAGE 5 Mr. Anderson stated that skateboarding was a big item, especially since a skateboarder had recently been killed. Mrs. Townshend concurred, noting that this skateboarder had been on the roadway. She indicated that bicycle and pedestrian improvements, such as those on Kenton Road, would involve a multi-use path, which would be safer for skateboarders. Mrs. Horsey concurred with the importance of addressing skateboarding, stating that she had seen skateboarders on Division Street and Governors Avenue going down the middle of the street, which was very dangerous. Mr. Anderson inquired about safety in the parks, noting that he had heard quite a few complaints about people sleeping in Silver Lake and park users not feeling comfortable when walking or running there close to dusk. Responding, Mrs. Townshend stated that the Planning Department provides programming related to parks and recreation and the Public Works Department maintains the parks. She stated that complaints had been received related to Silver Lake Park and Dover Park and had been forwarded to the Police Department. In regard to planning for Dover Park, Mrs. Townshend felt that improvements could be made in terms of lighting and vegetation maintenance; however, a police presence was needed to discourage certain behaviors. She advised members that the parks are technically closed from dusk to dawn and this is an issue because some people live and sleep in the parks, and there are other activities that are even more concerning happening in parks when they are technically closed. Mr. Anderson stated that perhaps these types of activities should be put on a future agenda and the police should be asked for grants for cameras, etc. Mrs. Townshend stated that the Police Department had mentioned a grant for foot patrols and suggested that grant money could also be used to increase their presence in the City’s parks. She felt having officers on bicycle or foot in the parks would be helpful. In regard to the Capital City Bike Trail, Mrs. Horsey stated that she was unsure if people know they have to cross the highway to pick up the trail and how to accomplish this to access the other part of the trail off Public Safety Boulevard. She suggested that perhaps a sign should be posted to indicate that the trail continues on the other side of Route 13. Mrs. Townshend stated that there is a signal, but other ways of crossing the highway had been discussed. She indicated that she could bring this up with the Kent County Metropolitan Planning Organization (MPO) and the Delaware Department of Transportation (DelDOT). Mr. Lewis questioned if some of the employees from the Police Department’s new Cadet Program could be utilized to patrol the parks. In response, Mrs. Townshend stated that this would be a question for the Police Department. She suggested that park safety be added to a future agenda, since there are a wide range of related issues that occur, including sleeping in the parks, drug deals, and umpires feeling threatened. She suggested that Police Chief Paul Bernat be asked to come to the next meeting.

PARKS, RECREATION, AND COMMUNITY ENHANCEMENT COMMITTEE MEETING OF JUNE 8, 2015 PAGE 6 Mr. Caldwell felt that safety would be a top concern with many of the people in the City and indicated that he would like to see more involvement by the Police Department. He stated that he was concerned about the behavior of the youth and programs established for them, noting that safety was his number one (1) concern. Mr. Anderson expressed the desire for the Committee to look at City policies, possibly in September when the Recreational Needs Assessment is complete, stating his concern that some of the policies may not be constitutionally compliant. Responding, Mrs. Townshend stated that most of the provisions enforced in the parks are designated in the Dover Code. In response to Mr. Anderson regarding a policy not to allow political activities in parks, Mrs. Townshend stated that this policy had been changed following a discussion with Mr. William Pepper, Deputy City Solicitor. Mr. Lewis moved for adjournment, seconded by Mr. Caldwell and unanimously carried. Meeting adjourned at 4:35 p.m. Respectfully submitted, David L. Anderson Chairman DLA/MK/js/dd/tm S:\AGENDAS-MINUTES-PACKETS-PRESENTATIONS-ATT&EXH\Committee-Minutes\2015\06-08-2015 PR&CE.wpd Attachment Attachment #1 - Presentation - Planning, Inspections & Recreation 2014 Annual Report

ATTACHMENT #1 PR&CE MEETING OF JUNE 8, 2015 2014 Annual Report ATTACHMENT #1 PR&CE MEETING OF JUNE 8, 2015

 Planning, Zoning, Plan Review  Building Inspections  Fire Inspections, Investigations, Plan Review  Licensing and Permitting  Parks and Recreation – Athletic Leagues, Fitness Classes, Recreation Programming

 Opening of Dover High School  Downtown Redevelopment • Family Dollar • Downtown Development District

 Garrison Oak Technical Park • Uzin Utz • Garrison Energy Center • Park Infrastructure

 Route 13 Redevelopment • Winner Ford and Winner VW • Uno’s/Dover Litho Site  Downtown Redevelopment • Family Dollar • Inner City Cultural League • Downtown Development District

Permits Issued, 2010-2014 1,704 Building Permits Issued New Home Construction: 2011: 48 2012: 37 2013: 50 2014: 44

Planning Commission Applications Board of Adjustment Applications 2014 Appeals 2014 Unified Sign, 1 Rezoning, 3 Dismissed, 1 Appeals Conditional Denied, 2 Site Plans, 13 Uses, 4 Subdivisions, 5 Approved Miscellaneous, Total Reviewed: 34 Total Applications: 14 Variances, 11 8 Architecural Review Certification Permits Issued 2014 Building Permits by Staff Sign Permits by Staff Building Permits by HDC 5 and Planning Commission Building Permits by HDC 21 (0) 42 Sign Permits by HDC (0)

735 Inspections/Complaints Handled • 379 Fire Code Inspections • 77 Certificate of Occupancy • 99 Administrative Walk Through Inspections • 170 Life Safety Inspections 81 Fire Protection Permits 71 Fire Investigations Fire Type Number Value of Loss Accidental 44 $1,206,000 Incendiary 21 $171,600 Undetermined 6 $70,500 TOTAL 71 $1,448,100

Types of Inspections/Cases Entered Annual Rental Housing 398 Inspections Property Maintenance Exterior 560 Tall Grass and Weeds 924 No Valid Business License 108  8,184Inspections Performed No Valid Building Permit 79  82% of Cases Staff Initiated Zoning 104 Dover City Ordinances 652 All Others 1182 Total 4,007

 277 Buildings Registered Vacant  $104,000 Vacant Building Registration Fees  41 Active Dangerous Buildings • 8 Demolished by City of Dover • 4 Demolished by Others • 6 Repaired by Owners

 48,065 patrons & visitors were recorded in the John W. Pitts Recreation Center  3,000 (approx.) participated in our softball, field hockey, lacrosse and volleyball leagues  2,800 attended summer Concerts on the Green series  Total FY14 revenues • $75,600 Leagues • $26,240 General Recreation • $18,600 Field/Building Rentals • $ 6,560 Trips • $ 13,500 Sports • $ 16,889 Camps

 Bicycle & Pedestrian Plan  Challenger Sports  Indoor Field Hockey and Ladies Lacrosse  Planning for Future Needs • Mallard Park Planning Process • Recreation Needs Assessment

LEGISLATIVE, FINANCE AND ADMINISTRATION COMMITTEE The Legislative, Finance, and Administration Committee meeting was held on June 8, 2015, at 6:31 p.m. with Chairman Hare presiding. Members present were Mr. Cole, Mr. Sudler, and Mr. Shevock. Ms. Maucher was absent. Members of Council present were Mr. Anderson (departed at 6:35 p.m. and returned at 6:40 p.m.), Mr. Neil (arrived at 6:46 p.m.), Mr. Hosfelt (arrived at 6:32 p.m.), Mr. Hutchison, and Mr. Slavin. AGENDA ADDITIONS/DELETIONS Mr. Sudler moved for approval of the agenda, seconded by Mr. Shevock and unanimously carried. Disposition of City Owned Land – Property Located at 16 South Queen Street, 18 South Queen Street, and 24 North New Street Mr. Scott Koenig, City Manager, advised members that the City of Dover acquired properties located at 16 South Queen Street, 18 South Queen Street, and 24 North New Street at a monition sale due to liens for demolition expenses. He stated that the City had acquired several properties at monition sales over the past few years, explaining that staff attends the sales and in instances where the City is the largest lien holder on a property, the City has purchased the property to protect the City’s interest. Mr. Koenig stated that the subject properties are excess properties, as the City has no use for them and is better served by the properties being redeveloped and restored as taxable properties. He noted that the City has maintenance responsibilities associated with the properties and has no long-term interest in owning them. Mr. Koenig advised that the City has a procedure for Sale and Disposition of Real Property, which includes a “Standard Method of Disposition” that begins at the Legislative, Finance, and Administration Committee. As articulated in the procedure, the first decision by Council (after a favorable recommendation by the Committee) is whether or not to dispose of the surplus property and, subsequently, to determine the method of disposal (auction or sealed bid). The procedure also includes “Exceptions to Standard Method of Disposition,” which states as Exception D, “Donation of Land to Non-Profit Organizations: If, in the opinion of the Dover City Council, the donation of a parcel of excess land to a non-profit organization would be in the best interest of the City of Dover, Council then reserves unto itself the right to make such a donation.” Mr. Koenig advised members that the Central Delaware Habitat for Humanity had submitted an offer to purchase the subject properties. He stated that the sale of these properties to Habitat for Humanity is consistent with the goals of the City of Dover 2008 Comprehensive Plan, the City of Dover 2015-2019 Consolidated Plan, and the Downtown Development District designation, to foster home ownership for low- and moderate-income households, and also supports the City's goal and mandate to affirmatively further fair housing by allowing for location choices for low- and moderate-income households. Mr. Koenig reviewed the offers from Habitat for Humanity, explaining that if the offers were accepted, the City would need to write off a portion of the costs for demolition and the other charges, as follows:

LEGISLATIVE, FINANCE, AND ADMINISTRATION COMMITTEE MEETING OF JUNE 8, 2015 PAGE 2 City’s 2015 Write-Off Address Offer Price Lien Amount Assessed Land Amount Value 16 S. Queen Street $ 5,000 $ 12,275 $ 7,275 $ 10,400 18 S. Queen Street $ 5,000 $ 6,920 $ 1,920 $ 10,400 24 N. New Street $ 5,000 $ 35,908.46 $ 30,908.46 $ 11,000 Mr. Koenig recommended negotiating a final agreement of sale and price for 16 and 18 South Queen Street with Habitat for Humanity. He stated that the final write-off amounts for these properties would be relatively low based on the initial offer letter from Habitat for Humanity; however, he would attempt to increase the final sale price to minimize the write-off amounts. Mr. Koenig noted that when the City had transferred property to Habitat for Humanity in the past, it was below the write-off amount and technically a donation to them through the loss process. By selling to Habitat for Humanity, the City would be ensured that the lots would be developed and occupied by homeowners, and he indicated that home ownership is important in creating strong communities. Mr. Koenig recommended disposing of the property at 24 North New Street by using the “Standard Method of Disposition” due to the significant potential write-off amount. He believed that there may be other buyers interested in this property, and the City could potentially recover additional costs and reduce the amount of the potential write-off by seeking bids. Mr. Koenig noted that 16 and 18 South Queen Street were adjacent to property owned by Habitat for Humanity; therefore, it made sense to dispose of the real estate to them. Staff recommended the following action: 1) determine that the property is excess property; 2) authorize the City Manager to negotiate a final sale price with Habitat for Humanity that minimizes the write-off amounts for 16 and 18 South Queen Street; and 3) authorize the City Manager to dispose of 24 North New Street using the “Standard Method of Disposition.” Mr. Sudler questioned the difference between the cost and sale amount that the City would lose. Responding, Mr. Koenig explained that for 16 South Queen Street the City’s lien amount was $12,275 and the offer price from Habitat for Humanity was $5,000; therefore, the maximum write off under current conditions would be $7,275. For 18 South Queen Street, the lien amount was $6,920 dollars and the offer from Habitat for Humanity was $5,000, so the maximum write off amount would be $1,920. He reiterated his recommendation to authorize him to negotiate an increased amount in an effort to reduce the City’s write-off amounts, realizing that the City would not be cash positive on this transaction. Referring to 24 North New Street, Mr. Koenig explained that the current offer from Habitat for Humanity would result in a write-off amount of $30,908.46, which he believed was too high to request Council to authorize. Instead, it was his opinion that the City should proceed with a sealed bid and accept the highest offer. In response to Mr. Sudler, Mr. Koenig explained that if the City were to accept the offer from Habitat for Humanity for 24 North New Street, the City would have to write off, or basically lose, $30,908.46.

LEGISLATIVE, FINANCE, AND ADMINISTRATION COMMITTEE MEETING OF JUNE 8, 2015 PAGE 3 Mr. Shevock questioned whether the City should advertise for 16 and 18 South Queen Street to see if there are offers above Habitat for Humanity’s, since staff will advertise for 24 North New Street. Responding, Mr. Koenig stated that he did not recommend advertising for 16 and 18 South Queen Street. He explained that Habitat for Humanity owns 14 South Queen Street and, because these are small lots, their intention is to consolidate 14, 16, and 18 into two (2) lots with a house on each lot. Mr. Koenig stated that there is value in getting houses in this area quickly, and it would not be worth the amount of administrative time to advertise these properties. In response to Mr. Shevock, Mr. Koenig stated that the City always reserves the right to reject bids. He advised that the last time the City disposed of excess property in this manner, a minimum bid amount was set, which worked well. Mr. Sudler questioned if there were any Code violations on these properties. Responding, Mr. Koenig stated that there were no longer any Code violations because all of the structures had been removed, and the land should be vacant and free of trash. He noted that the City would write off any unpaid fines or vacant building fees remaining. Mr. Sudler inquired if the new owner would be responsible for existing violations. In response, Mr. Koenig explained that they would only have to mow the grass because the properties are vacant lots at this point. He stated that past violations will not transfer with the property, but the new owner would take over maintenance upon the transfer of the property. Mr. Anderson questioned whether the City would write off the lien against the property or reserve the right to continue to pursue other options, such as a civil suit, for collecting the debt. Responding, Mr. Koenig explained that once the City receives payment from Habitat for Humanity for the properties located at 16 and 18 South Queen Street, the unpaid balance would be removed from potential revenue and, for accounting purposes, would be written off. He stated that there would be no pursuit of legal action against the previous owner. Mr. Anderson stated that the process made sense for 16 and 18 South Queen Street because of the amount of staff time and legal fees that would be involved without a guarantee that the person would be found. However, he did not believe it made sense for 24 North New Street because the City would not be able to sell that property for an amount close to the lien, and questioned whether the City would consider selling the debt to a collection agency instead of writing it off. In response to Mr. Anderson, Mr. Koenig stated his belief that the City had never sold this type of debt to a collection agency. He advised that Mr. William Pepper, Deputy City Solicitor, had indicated that once the City owns the property, the true liens against the property are extinguished. Mr. Koenig stated that the City does not have a legal measure to go back and pursue a lawsuit. Since the owner forfeited the property and the City took title to it, the City basically agreed to forgive the prior property owner the amount.

LEGISLATIVE, FINANCE, AND ADMINISTRATION COMMITTEE MEETING OF JUNE 8, 2015 PAGE 4 Mr. Shevock moved to recommend: 1) declaring properties located at 16 South Queen Street, 18 South Queen Street, and 24 North New Street as excess property; 2) authorizing the City Manager to negotiate a final sale price with Habitat for Humanity that minimizes the write-off amounts for 16 and 18 South Queen Street; and 3) authorizing the City Manager to dispose of 24 North New Street using the “Standard Method of Disposition,” as recommended by staff. The motion was seconded by Mr. Cole. Responding to Mr. Sudler, Mr. Koenig explained that the “Standard Method of Disposition” would be through sealed bid. In response to Mr. Sudler, Mr. Hare confirmed that through the sealed bid process, someone would purchase the property, and the intent was to try to get more than $5,000 for it. The motion to recommend: 1) declaring properties located at 16 South Queen Street, 18 South Queen Street, and 24 North New Street as excess property; 2) authorizing the City Manager to negotiate a final sale price with Habitat for Humanity that minimizes the write-off amounts for 16 and 18 South Queen Street; and 3) authorizing the City Manager to dispose of 24 North New Street using the “Standard Method of Disposition was unanimously carried. Discussion - Fiscal Year 2015 Audit Program Mrs. Donna Mitchell, Controller/Treasurer, and Mr. William Seymour, SB & Company, LLC, reviewed a presentation entitled “Auditor’s Responsibility for Communicating with Audit Committee.” In regard to the Auditor’s Responsibility - Page 4, Mr. Seymour advised members that, under generally accepted auditing standards, there is a requirement to communicate with those charged with governance and this can occur in various forms, such as a meeting or letters. He advised members that SB & Company would bring items of significance to their attention as they are discovered. Mr. Seymour stated that the audit responsibilities of SB & Company and of management would be outlined in an engagement letter. He indicated that field work would begin in a few weeks and would include a preliminary review of the processes and controls that underlie the financial reporting process and the compliance process for the single audit. A secondary process would take place after year-end to validate on a scope basis the actual numbers within the financial statements. At the end of the audit, the results would be summarized, including whether or not significant deficiencies or material weaknesses were found. Mr. Seymour stated that his firm would effectively evaluate whether management would be able to produce an accurate set of financial statements if the financial auditor were removed from the process, and whether the system is designed to provide reliable data. He indicated that the number one (1) potential issue would be a finding of lots of journal entries. Mr. Seymour noted that, during an audit, sometimes numbers reported by management are found to be incorrect, such as discrepancies between the cash balance reported by management and the balance obtained by the auditor; at other times there may discrepancies in how items are presented within the statement, such as assets that are capitalized in one (1) place and expended elsewhere.

LEGISLATIVE, FINANCE, AND ADMINISTRATION COMMITTEE MEETING OF JUNE 8, 2015 PAGE 5 Mr. Seymour stated that this presentation related specifically to the June 30, 2015 audit and was requested by Mrs. Mitchell so that new members would have this information prior to receiving the audit results. He advised members that SB & Company was available to answer any questions they may have. Mrs. Mitchell advised members that the Legislative, Finance, and Administration Committee serves as the City’s audit committee. She indicated that the calendar provided spelled out the tasks to be performed during the audit period. Mrs. Mitchell noted that there was a goal to have the audit done by November 30th, rather than December 31st as had been done in the past. She informed members that new pension accounting standards were implemented both last year and this year, which would result in a larger pension liability for unfunded pensions on the financial statements. Mr. Shevock moved to recommend acceptance of the Fiscal Year 2015 Audit Program, seconded by Mr. Cole and unanimously carried. By unanimous consent, the meeting adjourned at 6:54 p.m. William F. Hare Chairman WFH/TM/dd/js S:\AGENDAS-MINUTES-PACKETS-PRESENTATIONS-ATT&EXH\Committee-Minutes\2015\06-08-2015 LF&A.wpd

Office of City Assessor June 22, 2015

Board of Assessment Appeals May 28, 2015 The Board of Assessment Appeals was brought to order by Chairman Garfinkel. Board Members present were: Chairman William Garfinkel, James Welsh, and Todd Stonesifer. Staff present was City Assessor Cheryl A. Bundek and Administrative Assistant Annette Hart. Also present, for Item# 1.A on the agenda, were: Ann Marie Townsend, City Planning Director and William W. Pepper Sr., Esquire, Deputy City Solicitor. Exemptions 1.A. House of Pride Locations: 110 S. New Street & 106 S. New Street RECOMMENDED ACTION: Recommend that the request for exemption be reviewed. BACKGROUND AND ANALYSIS An exemption application was submitted to the Assessor’s Office. 110 S. New Street had been listed as an exempt property from July 2002 until July 2012. 106 S. New Street had been listed as an exempt property from July 2002 until July 2011. The exemptions were revoked because the Conditional Use permits were revoked; therefore the properties did not meet the qualifications for an exempt status with the City of Dover. Since the properties did not have the proper permits, they were no longer being used for the intended purpose of the exemption. These are vacant pieces of land. Exemption Request 106 S New St - $13,100 110 S New Street $11,600 Mr. Marion Lott, Executive Director and Mary Beth Johnson, Property Manager were present for the hearing. City Assessor, Cheryl Bundek went over the packet, that included paperwork provided by the appellant. She also suggested that the board look at the two parcels of land first and then go over the properties with buildings. The two parcels of land were 106 S. New Street and 110 S. New St. 1

Mr. Lott told the board that his organization owes demolition fees and taxes on these two properties. He explained that the organization is looking into donating those two parcels of land to the Central Delaware Habitat for Humanity. Mr. Lott was wondering if the City would be able to help his organization and work on an agreement between the City and the House of Pride. He explained that his organization does not have the funds to pay the outstanding fees and taxes. Mrs. Ann Marie Townsend explained that the House of Pride would have to come to an agreement with the Central Delaware Habitat for Humanity and then present the city with this agreement. It would be up to the City Council to forgive the fees and taxes on those properties because they were donated to the Habitat for Humanity. She explained that this should be handled by City Council and would not pertain to the Board of Assessments Appeals. The Assessor pointed out, after a brief discussion, that the board could only make a decision on whether these two properties should be exempt from taxes up until they are donated to the Central Delaware Habitat for Humanity, as they are currently being utilized. Chairman Garfinkel explained that in his opinion these two properties should stay as taxable properties, because they are vacant lots. Chairman Garfinkel made the motion to deny the request for exemption for 106 S New Street and 110 S New Street, which was seconded by Mr. Stonesifer. Motion carried: 3-0 2

Locations: Exempt Request: 16 N. New St. $54,600 29 S. New St. $82,800 20 N. New St. $89,900 38 S. New St. $80,500 37 S. New St. $119,200 115 S. New St. $117,900 105 S. New St. $72,200 102 S. New St. $60,900 55 S. New St. $60,900 45 S. New St. $77,700 BACKGROUND AND ANALYSIS An exemption application was submitted to the Assessor’s Office. These properties, accept for 115 S New Street, which had never had the exempt status, were listed as exempt properties from July 2002 until October 2012. The exemptions were revoked because the Conditional Use permits were revoked; therefore the properties did not meet the qualifications for an exempt status with the City of Dover. Since the properties did not have the proper permits, they were no longer being used for the intended purpose of the exemption. RECOMMENDED ACTION: Recommend that the request for exemption be reviewed. Chairman Garfinkel asked Mr. Lott to comment on the other properties mentioned in the exempt requests. Mr. Lott handed out a list of all the properties the organization owns, which also lists the number of people living in each of the properties. He explained that the organization is a Non-Profit organization and that they are not making any money on any of these properties. The rent money generated is utilized to pay the mortgages and utilities. The organization should take in $7,400 a month, but because not all of their renters are able to pay the rent on monthly basis, they often fall short. Mr. Lott also mentioned that the city has been offering assistance to homeowners in that area and that The House of Pride has put in three applications for assistance, which had all been declined. Mr. Lott explained that his organization would benefit if these properties would be exempt from property taxes. He explained that his organization keeps the homeless off of the streets and provides a stable home for the children, he asked for the board’s help. Ann Marie Townsend, City Planning Director, went over past issues the city had with the House of Pride such as building code, fire code and zoning issues, etc. 3

In 2008 the House of Pride applied for conditional use permits to have the house used as residential recovery and transitional housing. The organization did not keep up with the conditional use agreement, which lead to the revocation of the permit by the Planning Commission in 2012. She refers to a letter from Sandra Dean, who was the organizations attorney at that time, acknowledging that the organization no longer rents to people within the recovery program and that these properties should be taxed. Mrs. Townsend also said that 115 S. New St. has never been a part of that program and has always been a taxable property. She questioned the number of 11 people living on one property. To her knowledge these properties where supposed to be one family homes or two unit apartments. She points out that on the information sheet provided, at the beginning of the hearing, 102 S. New Street is listed as occupying 5 adults and 1 child, she questioned that the occupancy may not be up to code. This made her questioned whether these properties are rentals or if there is even a program for those people that live there. Mr. Lott explained that the organization used to have numerous individuals in recovery programs, who now are renting apartments. Those individual are still attending those programs and the organization makes sure they continue to participate. Mr. Lott told the board that the occupants have to continue with their programs in order to be able to live there. Mr. Lott went on to answer Mrs. Townsends question about 102 S. New St. He said the renter’s two older children have moved back in, which is why there are so many people living at the property. Mr. William W. Pepper Sr. Esq. Deputy City Solicitor commented that while the mission of the House of Pride does has a very beneficial purpose, he has not heard anything, during the meeting, that would change the circumstance or why they should now be exempt. He pointed at the letter the City received from Sandra Dean, attorney for the House of Pride, in which it stated that the organization understands that all properties are subject to property tax. Chairman Garfinkel asked if 115 S New Street should not have been on the exempt request list. Mrs. Townsend explained that this property had always been a rental property and had never been part of the recovery program. Chairman Garfinkel asked if Mr. Lott has a license to engage in drug, alcohol and substance abuse services. Mr. Lott replied that he does not have a license and that the organization is not offering such services, their purpose is to make sure that their renters continue with the programs they are in. Todd Stonesifer explains that while the services the House of Pride offers are commendable, the board cannot change the rules. Mr. Stonesifer made the motion to deny the exempt request which was second by Mr. Welsh. 4

Chairman Garfinkel opened up for discussion at which time Mr. Stonesifer suggested that the organization should get their status back. Chairman Garfinkel also said, that looking at the certificate of operation for the House of Pride, the purpose should be for substance abuse and not what they are doing now. If they do not have the proper licensing than they are not engaging in the purpose of the organization. In his opinion nothing has changed since the exempt status has been revoked. Motion passed 3-0 Mrs. Bundek informed the appellant, that the City Council was the final decision and that a certified letter with the date of the Council Hearing would be mailed to them. 1.B. Central Delaware Habitat for Humanity Locations: Exempt Request: 20 S Kirkwood St. $42,300 28 S Kirkwood St. $50,600 30 S Kirkwood St. $35,500 40 S Kirkwood St. $74,900 138 Cherry St. $38,200 117 S Queen St. $58,300 29 N Kirkwood St. $ 0 (already exempt) –City owned) 223 W Division St. $117,200 BACKGROUND AND ANALYSIS An exemption request for the above referenced properties was submitted to the Assessor’s Office. These properties are being renovated for low-income families to provide an affordable mortgage. Once these properties are complete and the ownership is transferred, they will be added back to the tax rolls. (As a supplemental billing) RECOMMENDED ACTION: Recommend that the request for exemption be approved. Mrs. Tice, Executive Director was present for the meeting. She went over Central Delaware Habitat for Humanities’ mission, which is to bring families together to build affordable homes in the community. Mrs. Tice told the board that there are currently 17 Habitat homeowners in Dover, 40 throughout Kent County and that the organization is working back in Dover on a number of properties. 5

She went on to tell the board that the Central Delaware Habitat for Humanity had been awarded $672,000 back in January by the Strong Neighborhood Housing Fund. With that fund they are planning to buy, renovate or demolish properties within a 20 block radius of Downtown Dover. The organization is looking to increase the homeownership in this area, which primarily had been rental properties. She explained that the organization is targeting low-income families who are able to pay a mortgage. The homes are built with the help of volunteers and the aspects of the organization. Mrs. Tice told the board that construction will begin in June on the four properties located on Kirkwood Street. She went on to explain that 138 Cherry Street is currently in their Land Bank, construction will start sometime in 2016. 117 S. Queen Street is a vacant home and was donated to the organization and is scheduled for demolition, new construction is also scheduled for 2016. 29 N. Kirkwood was purchased from the City, which is also scheduled for construction in 2016. Mrs. Tice went on to talk about 223 W Division Street, which used to be an old shoe store. She told the board that the building was donated to their organization by a bank. She also mentioned that the organization does not yet know how to utilize that building. One of the options would be to use the building as an office building. Mrs. Bundek mentioned that the City has not received the deed for 223 W. Division Street. Mrs. Tice offered to provide the Assessor’s Office with a copy of the deed. Board Member Welsh made the motion to accept the request for exemption for all of the properties, which was seconded by Board Member Stonesifer. Motion passed 3-0 Chairman Garfinkel raised the question about 223 W Division St., he was wondering if this property would fall under the scope of the organization, since this is a commercial property. Mrs. Tice explained that when a Bank donates a property to a non-profit organization, the building should be used as community development, which is why the organization is looking to use the building as an outreach or a satellite office for the organization. She assured the Board Members that it is not the intent of the organization to use this property for investment purposes and offered to keep the City updated about the future use of the building. Chairman Garfinkel requested to amend the motion, to grant the exemption for all of the properties except for 223 W. Division Street, which will be exempted for one year only, to be revisited once the organization knows what the use will be. Motion carried 3-0 6

The meeting was adjourned at 9:53 A.M. Mrs. Bundek informed the appellant, that the City Council was the final decision and that a certified letter with the date of the Council Hearing would be mailed to her. 7

Board of Assessment Appeals June 02, 2015 The Board of Assessment Appeals was brought to order by Chairman Garfinkel. Board Members present were: Chairman William Garfinkel, James Welsh, and Tom Burns. Staff present was City Assessor Cheryl A. Bundek and Administrative Assistant Annette Hart. Exemptions 3.H. Emerald Pointe Maintenance Corp. Locations: Open Spaces BACKGROUND AND ANALYSIS These parcels fall under State Statute 9 Del. C. §8110 Civic organizations owning parkland. EXEMPTION REQUEST ED05-067.01-02-14.00 $ 2,600 ED05-067.01-01-98.00 $ 2,800 ED05-067.01-01-96.00 $10,300 ED05-067.01-02-13.00 $ 3,500 ED05-067.01-01-97.00 $29,200 ED05-067.01-01-99.00 $10,900 $ 59,300 RECOMMENDED ACTION: Recommend that the request for exemption be approved. Mrs. Murphy, community Manager with Legum & Norman, employed by Emerald Pointe Maintenance Corp. as their management firm was present for representation. Mrs. Murphy told the board that the Emerald Point Maintenance Corp. has applied for Exemption with the City of Dover. She also mentioned that they are already exempt with Kent County. Chairman Garfinkel asked if these properties were open spaces and if they will remain that way. Mrs. Murphy assured that they are open spaces and that there will be no future changes to those properties. Mr. Burns asked if these spaces have been recorded as open spaces, which was confirmed by Mrs. Murphy. 1

Board Member Burns made the motion to accept the request for exemption, which was seconded by Board Member Welsh. Motion carried 3-0 Mrs. Bundek informed Ms. Murphy that the City Council was the final decision and that a certified letter with the date of the Council Hearing would be mailed to her. 3.G. Village of Westover HOA, Inc. Location: Open Spaces. BACKGROUND AND ANALYSIS These parcels fall under State Statute 9 Del. C. §8110 Civic organizations owning parkland. EXEMPTION REQUEST ED05-076.09-03-70.00 $ 50,900 ED05-076.09-03-71.00 132,300 $183,200 RECOMMENDED ACTION: Recommend that the request for exemption be approved. Nobody was present to represent the Village of Westover HOA, Inc. Chairman Garfinkel asked the Assessor to comment on the request, as there was no representative for Village of Westover HOA present. Mrs. Bundek asked the petition be approved as it falls under Delaware State Code9 Del. C. §8110 for civic organizations owning park land. She pointed out that the board just heard and approved the exempt request for the Emerald Pointe Maintenance Corp., which was for open spaces as well. She assured the board that these spaces too have been recorded as open spaces and cannot be used for anything else. Board Member Welsh made the motion to accept the Assessor’s recommendation to approve the exempt request, which was seconded by Board Member Burns. Motion carried 3-0 Mrs. Bundek informed the board, that the City Council was the final decision and that a certified letter with the date of the Council Hearing would be mailed to the HOA. 2

ACTION FORM PROCEEDING: City Council DEPARTMENT OF ORIGIN: City Manager’s Office DATE SUBMITTED: June 17, 2015 PREPARED BY: Scott D. Koenig, P.E., City Manager SUBJECT: Authorization to Execute Agreement to Perform a Comprehensive Analysis of Police, Fire and EMS Services for the City of Dover REFERENCE: N/A RELATED PROJECT: N/A REVIEWED BY: Scott D. Koenig, P.E., City Manager; Donna Mitchell, Controller EXHIBITS: Attachment A – Copy of the Proposal from the Center for Public Safety Management, LLC EXPENDITURE REQUIRED: $ 96,300 + AMOUNT BUDGETED: $ 100,000 in FY-2016 FUNDING SOURCE (Dept./Page in CIP & Budget): City Manager’s Budget, page 256 of the FY-2016 Draft Annual Operating Budget – 110-2100-515.30-31 TIME TIMETABLE: Project has an estimated completion time of 105-135 days after full execution of an agreement. RECOMMENDED ACTION: Authorize the City Manager to execute an agreement with the Center for Public Safety Management, LLC to perform a comprehensive analysis of Police, Fire and EMS services for the City of Dover. This authorization is contingent upon the adoption of the FY-2016 City of Dover Operating Budget. The execution of the agreement will be finalized after July 1, 2015. BACKGROUND AND ANALYSIS The City Manager’s Office has sought assistance with respect to various Public Safety Services in an effort to analyze and understand the needs of City of Dover. The Center for Public Safety Management, LLC is the exclusive provider of public safety technical assistance for the International City/County Management Association. Both the City Manager and the Assistant City Manager are members of the International City/County Management Association; therefore, the City of Dover will receive a reduced cost to perform the analysis. The analysis includes the following major outcomes: 1) Examine the department’s organizational structure; 2) Perform gap analysis, comparing the “as is” state of the department to the best practices of industry standards; 3) Recommend a management framework to ensure accountability, increased efficiency and improved performance; 4) Conduct a data-driven forensic analysis to identify actual workload; 5) Identify and recommend appropriate staffing and deployment levels for every discrete operational and support function in the department. The analysis is perform by a team of qualified subject matter experts as identified in the proposal and is specifically designed to provide the local government with a thorough and unbiased analysis of emergency services in our community. Based on the connection to the International City/County Management Association and the unique services provided under the proposal, staff is recommending this purchase of professional services be authorized under sole source procurement.

Attachment A Proposal for Comprehensive Analysis of Police, Fire and EMS Services City of Dover, Delaware 474 K Street, NW, Suite 702 Washington, DC 20001 www.cpsm.us 716-969-1360 Exclusive Provider of Public Safety Technical Assistance for International City/County Management Association Center for Public Safety Management – Dover, DE Page 1 of 35

Attachment A June 5, 2015 Mr. Scott Koenig City Manager City of Dover, Delaware Dear Mr. Koenig: The Center for Public Safety Management, LLC, the exclusive provider of public safety technical assistance for the International City/County Management Association, is pleased to submit this proposal for an analysis of Police and Fire/EMS services for the City of Dover. The CPSM approach is unique and more comprehensive than ordinary accreditation or competitor studies. In general, our analysis involves the following major outcomes:  Examine the department’s organizational structure and culture;  Perform gap analysis, comparing the “as is” state of the department to the best practices of industry standards;  Recommend a management framework to ensure accountability, increased efficiency and improved performance;  Conduct a data-driven forensic analysis to identify actual workload;  Identify and recommend appropriate staffing and deployment levels for every discrete operational and support function in the department. This proposal is specifically designed to provide the local government with a thorough and unbiased analysis of emergency services in your community. We have developed a unique approach by combining the experience of dozens of subject matter experts in the areas of emergency services. The team assigned to the project will have hundreds of years of practical experience managing emergency service agencies, a record of research, academic, teaching and training, and professional publications, and extensive consulting experience completing hundreds of projects nation-wide. The team assembled for you will be true “subject matter experts” not research assistants or interns. ICMA has provided direct services to local governments worldwide for almost 100 years, which has helped to improve the quality of life for millions of residents in the United States and abroad. I, along with my colleagues at CPSM, greatly appreciate this opportunity and would be pleased to address any comments you may have. You may contact me at 716.969.1360 or via email at lmatarese@cpsm.us Sincerely, Leonard A. Matarese, ICMA-CM, IPMA-HR Director, Research and Project Development Center for Public Safety Management, LLC Center for Public Safety Management – Dover, DE Page 2 of 35

Attachment A The Association & The Company International City/County Management Association (ICMA) The International City/County Management Association (ICMA) is a 100 year old, non-profit professional association of local government administrators and managers, with approximately 9,000 members located in 32 countries. Since its inception in 1914, ICMA has been dedicated to assisting local governments in providing services to its citizens in an efficient and effective manner. Our work spans all of the activities of local government – parks, libraries, recreation, public works, economic development, code enforcement, Brownfield’s, public safety, etc. ICMA advances the knowledge of local government best practices across a wide range of platforms including publications, research, training, and technical assistance. Our work includes both domestic and international activities in partnership with local, state and federal governments as well as private foundations. For example, we are involved in a major library research project funded by the Bill and Linda Gates Foundation and we are providing community policing training in Panama working with the U.S. State Department. We have personnel in Afghanistan assisting with building wastewater treatment plants and have teams in Central America providing training in disaster relief working with SOUTHCOM. The ICMA Center for Public Safety Management (ICMA/CPSM) was one of four Centers within the Information and Assistance Division of ICMA providing support to local governments in the areas of police, fire, EMS, Emergency Management and Homeland Security. In addition to providing technical assistance in these areas we also represent local governments at the federal level and are involved in numerous projects with the Department of Justice and the Department of Homeland Security. In each of these Centers, ICMA has selected to partner with nationally recognized individuals or companies to provide services that ICMA has previously provided directly. Doing so will provide a higher level of services, greater flexibility and reduced costs in meeting member’s needs as ICMA will be expanding the services that ICMA can offer to local government is expanding. For example, The Center for Productivity Management (CPM) is now working exclusively with SAS, one of the world’s leaders in data management and analysis. And the Center for Strategic Management (CSM) is now partnering with nationally recognized experts and academics in local government management and finance. Center for Public Safety Management, LLC (CPSM) is now the exclusive provider of public safety technical assistance for ICMA and provides training and research for the Association’s members and represents ICMA in its dealings with the federal government and other public safety professional associations such as CALEA. The Center for Public Safety Management, LLC maintains the same team of individuals performing the same level of service that it has for the past seven years for ICMA. CPSM’s local government technical assistance experience includes workload and deployment analysis, using our unique methodology and subject matter experts to examine department organizational structure and culture, identify workload and staffing needs as well as industry best practices. We have conducted over 200 such studies in 34 states and Canada and 170 communities ranging in size from 8,000 population Boone, IA to 800,000 population Indianapolis, IN. Thomas Wieczorek is the Director of the Center for Public Safety Management. Leonard Matarese serves as the Director of Research & Program Development. Dr. Dov Chelst is the Director of Quantitative Analysis. Michael Iacona is the Senior Manager for Fire/EMS. Center for Public Safety Management – Dover, DE Page 3 of 35

Attachment A Project Staffing The proposal will look at the police, fire and EMS services of Dover. For this project, the CPSM has assembled a premier team of experts from a variety of disciplines and from across the United States. The goal is to develop recommendations that will enable it to produce the outcomes necessary to provide critical emergency services consistent with the community’s financial capabilities. The team will consist of a project team leader, two Operations Leaders and several senior public safety Subject Matter Experts selected from our team specifically to meet the needs of the community. The management organizational chart for the project includes the following Key Team Members: Project Manager Leonard Matarese, MPA Fire Team Leader Data Team Leader Police Team Leader Michael Iacona, MPA Dov Chelst, Ph.D. James McCabe, Ph.D Center for Public Safety Management – Dover, DE Page 4 of 35

Attachment A Project Manager Director of Research and Project Development, Center for Public Safety Management, LLC, Leonard A. Matarese, MPA, ICMA-CM, IPMA-CP  Background Mr. Matarese is a specialist in public sector administration with particular expertise in public safety issues. He has conducted or managed over 200 public safety studies. He has 44 years’ experience as a law enforcement officer, police chief, public safety director, city manager and major city Human Resources Commissioner. He was one of the original advisory board members and trainer for the first NIJ/ICMA Community Oriented Policing Project which has subsequently trained thousands of municipal practitioners on the techniques of the community policing philosophy over the past 18 years. He has managed several hundred studies of emergency services agencies with particular attention to matching staffing issues with calls for service workload. Recognized as an innovator by his law enforcement colleagues he served as the Chairman of the SE Quadrant, Florida, Blue Lighting Strike Force, a 71agency, U.S. Customs Service anti-terrorist and narcotics task force and also as president of the Miami-Dade County Police Chief’s Association – one of America’s largest regional police associations. He represents ICMA on national projects involving the United States Department of Homeland Security, The Department of Justice, Office of Community Policing and the Department of Justice, Office Bureau of Justice Assistance. He has also served as a project reviewer for the National Institute of Justice and is the subject matter expert on several ICMA / USAID police projects in Central America. As a public safety director he has managed fire / EMS systems including ALS transport. He was an early proponent of public access and police response with AEDs. Mr. Matarese has presented before most major public administration organizations annual conferences on numerous occasions and was a keynote speaker at the 2011 annual PERF conference. He was a plenary speaker at the 2011 TAMSEC Homeland security conference in Linköping, Sweden and at the 2010 UN Habitat PPUD Conference in Barcelona, Spain. He has a Master’s degree in Public Administration and a Bachelor’s degree in Political Science. He is a member of two national honor societies and has served as an adjunct faculty member for several universities. He holds the ICMA Credentialed Manager designation, as well as Certified Professional designation from the International Public Management Association- Human Resources. He also has extensive experience in labor management issues, particularly in police and fire departments. Mr. Matarese is a life member of the Internal Association of Chiefs of Police. Center for Public Safety Management – Dover, DE Page 5 of 35

Attachment A Data Assessment Team Center for Public Safety Management, LLC Senior Team Members Dov Chelst, Ph.D., Director of Quantitative Analysis  Background Dr. Chelst is an expert in analyzing public safety department’s workload and deployment. He manages the analysis of all public safety data for the Center. He is involved in all phases of The Center’s studies from initial data collection, on-site review, large-scale dataset processing, statistical analysis, and designing data reports. To date, he has managed over 140 data analysis projects for city and county agencies ranging in population size from 8,000 to 800,000. Dr. Chelst has a Ph.D. Mathematics from Rutgers University and a B.A. Magna Cum Laude in Mathematics and Physics from Yeshiva University. He has taught mathematics, physics and statistics, at the university level for 9 years. He has conducted research in complex analysis, mathematical physics, and wireless communication networks and has presented his academic research at local, national and international conferences, and participated in workshops across the country. Senior Public Safety Subject Matter Expert David Martin, Ph.D., Senior Researcher in the Center for Urban Studies, Wayne State University  Background Dr. Martin specializes in public policy analysis and program evaluation. He has worked with several police departments to develop crime mapping and statistical analysis tools. In these projects he has developed automated crime analysis tools and real-time, dashboard-style performance indicator systems for police executive and command staff. Dr. Martin teaches statistics at Wayne State University. He is also the program evaluator for four Department of Justice Weed and Seed sites. He is an expert in the use of mapping technology to analyze calls for service workload and deployments. Senior Manager Gang Wang, Ph.D., Fire & EMS Services Data Analyst  Background Gang Wang received the dual bachelor degrees in industrial design and management science, and the M.S. in information system from Chongqing University in China and the Ph.D. degree in industrial engineering from Wayne State University. He has five years experience in enterprise information system and eight years experience in data analysis and applied mathematical modeling. He has rich experience in areas of automotive, travel and public safety with particular emphasis in fire / EMS analysis. He has published a book chapter and several journal articles. Center for Public Safety Management – Dover, DE Page 6 of 35

Attachment A Operations Assessment Team – Fire Unit Senior Manager for Fire/EMS Chief Michael Iacona (Ret.), MPA Retired Fire Chief / Director Flagstaff Fire Department, Flagstaff Arizona; former Director and Fire Chief, Orange County, Florida  Background Chief Iacona has 38 years of fire service experience, with the last 17 years as Fire Chief. He recently retired as fire chief for the City of Flagstaff, Arizona a position held since 2002. Prior to this, he was the Director of Orange County Fire Rescue, Florida, which included oversight of the County’s emergency management functions. In addition t o duties associated with fire chief, he has served in various capacities, rising through the ranks from firefighter/paramedic to chief fire officer. Mike has led a fire training division, was the Chief of Operations, served as Emergency Manager in EOC Operations, was Chief Negotiator in multiple IAFF Contract deliberations. He has supervised the development of several fire master plans, was a volunteer firefighter coordinator, led multiple fire code adoption processes, was in charge of personnel and payroll functions and implemented fire impact fees. He also has wildland fire experience, supervising a fuel management program, the adoption of a Wildland Interface Code, and the adoption of a Community Wildfire Protection Plan (CWPP). Chief Iacona holds a Master’s Degree in Public Administration and did his undergraduate work in Urban Planning at Florid a Atlantic University, in Boca Raton, FL. He is a graduate of the National Fire Academy’s Executive Fire Officer Program and attended The Program for Senior Executives in State and Local Government at the Harvard Kennedy School. Director, Center for Public Safety Management, LLC Thomas Wieczorek, Retired City Manager Ionia, MI; former Executive Director Center for Public Safety Excellence  Background Thomas Wieczorek is an expert in fire and emergency medical services operations. He has served as a police officer, fire chief, director of public safety and city manager and is former Executive Director of the Center for Public Safety Excellence (formerly the Commission on Fire Accreditation International, Inc.). He has taught a number of programs at Grand Valley State University, the National Highway Traffic Safety Administration (NHTSA), and Grand Rapids Junior College. He has testified frequently for the Michigan Municipal League before the legislature and in several courts as an expert in the field of accident reconstruction and fire department management. He is the past-president of the Michigan Local Government Manager’s Association; served as the vice-chairperson of the Commission on Fire Officer Designation; and serves as a representative of ICMA on the NFPA 1710 career committee. He most recently worked with the National League of Cities and the Department of Homeland Security to create and deliver a program on emergency management for local officials titled, “Crisis Leadership for Local Government Officials.” It has been presented in 43 states and has been Center for Public Safety Management – Dover, DE Page 7 of 35

Attachment A assigned a course number by the DHS. He represents ICMA on the NFPA 1710 and 1730 Standards Committees and is a board member on the International Accreditation Service, a wholly owned subsidiary of the International Code Council. He received the Mark E. Keane “Award for Excellence” in 2000 from the ICMA, the Association’s highest award and was honored as City Manager of the Year (1999) and Person of the Year (2003) by the Rural Water Association of Michigan, and distinguished service by the Michigan Municipal League in 2005. Senior Associate Gerard J. Hoetmer, MPA, retired Executive Director of Public Entity Risk Institute, Fairfax, Virginia  Background Gerry Hoetmer is an expert in fire services, emergency management, and risk management. He served as the founding executive director of the Public Entity Risk Institute, a nonprofit organization that provided training, technical assistance, and research on risk management issues for local government and other public and quasi-public organizations. During his tenure as executive director he was a member of the National Academy of Sciences Disaster Roundtable. Prior to his position as executive director at PERI, Mr. Hoetmer worked at ICMA for 19 years, most recently as the director of research and development. He has written extensively on local government emergency management, the fire service, code enforcement, and risk management issues. Seminal works include the first report to Congress on fire master planning and the first edition of Emergency Management: Principles and Practices for Local Government. In addition to providing expert testimony before Congress and local arbitration boards on fire staffing and scheduling issues, Mr. Hoetmer represented ICMA on the NFPA 1500 Standard on Occupational Safety and Health; NFPA 1201, the Standard for Providing Emergency services to the Public; and the NFPA 1710, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments. Mr. Hoetmer has developed and conducted training programs and seminars at FEMA’s Emergency Management Institute and the National Fire Academy in Emmitsburg, Maryland. He holds a Bachelors from the State University of New York, New Paltz and the Master of Public Administration degree from the University of Colorado at Denver Senior Associate Chief John (Jack) Brown (Ret.), BA, MS, EFO, Director, Arlington County Office of Emergency Management, Retired Assistant Chief Fairfax County Fire & Rescue Department  Background Jack Brown’s 40 year public safety career includes 29 years with the Fairfax County, Virginia Fire & Rescue Department, where he retired as Assistant Fire Chief of Operations. He served in a number of operational and staff positions, Center for Public Safety Management – Dover, DE Page 8 of 35

Attachment A including the Office of the Fire Marshal where he attained NFPA certification as a Fire Inspector II and Fire Investigator. As an investigator, he conducted post fire and post blast investigations, assisting in the prosecution of offences involving arson and illegal explosives. He served as a Planning Section Chief and Task Force Leader for the Fairfax County Urban Search and Rescue Task Force (VA TF-1). He deployed to Nairobi, Kenya as Plans Chief in response to the 1998 embassy bombing and as Task Force Leader on a deployment to Taiwan in response to an earthquake in 1999. Upon his retirement from Fairfax County in 2000, he became the Assistant Chief for the Loudoun County Department of Fire, Rescue and Emergency Management, where he led a team of firefighters to the Pentagon on 9/11 and assisted the Arlington County Fire Department as the initial Planning Section Chief for the incident. Jack served as Planning Section Chief on a Northern Virginia multi-jurisdictional emergency management task force that reestablished the New Orleans Emergency Operations Center just after Hurricane Katrina. He retired from Loudoun County in 2006 to pursue a career in emergency management. Brown retired from the Coast Guard Reserve as a Chief Warrant Officer 4, specializing in port safety and security, with 33 years of combined Army and Coast Guard Reserve service. After 9/11, he served on active duty for 47 months, including 15 months in the Middle East. He received the Bronze Star Medal for actions in Baghdad, Iraq while supporting combat operations during Operation Iraqi Freedom. Brown holds a bachelor’s degree in Fire Science Administration from the University of Maryland and a master’s degree in Quality Systems Management from the National Graduate School, Falmouth, Massachusetts. He is a 1997 graduate of the National Fire Academy’s Executive Fire Officer Program at the National Emergency Training Center, Emmitsburg, Maryland. He has been an adjunct professor at the Northern Virginia Community College and the University of the District of Columbia in the Fire Science curriculums. He is a graduate of the Executive Leadership Program in the Center for Homeland Defense and Security at the Naval Postgraduate School, Monterey, California. Center for Public Safety Management – Dover, DE Page 9 of 35

Attachment A Operations Assessment Team – Police Unit Senior Associate Inspector James E. McCabe, (Ret.) Ph.D., M. Phil., M.A., B.A., Assistant Professor of Criminal Justice, Sacred Heart University, Retired NYPD Inspector  Background Dr. McCabe retired as an Inspector with the New York City Police Department after 20 years of service. As Inspector his assignments included Commanding Officer of the NYPD Office of Labor Relations and Commanding Officer of the Training Bureau. As a Deputy Inspector he was the Commanding Officer of the Police Academy with direct supervision of over 750 staff officers and 2,000 recruits. As Executive Officer, Police Commissioner’s Office. His field experience includes, Commanding Officer, 110 th Precinct, Executive Officer, 113th Precinct, assignment to the Operations Division/Office of Emergency Management and uniform patrol as on officer and Sergeant in Manhattan. He has published extensively and presented to numerous conference including Academy of Criminal Justice Sciences: He holds a Ph.D. and M. Phil, in Criminal Justice, from CUNY Graduate Center, an M.A. in Criminal Justice, from John Jay College, an M.A. in Labor and Policy Studies, SUNY Empire State College, and B.A. in Psychology, CUNY Queens College, June, 1989. He is a graduate of the Executive Management Program, Harvard University’s John F. Kennedy School of Government, and the FBI National Academy. Senior Associate Professor Paul E. O’Connell, Ph.D., J.D. , Chair of Criminal Justice Department, Iona College, New Rochelle, New York, former NYPD Training Officer.  Background Dr. O’Connell is a leading expert on the application of Compstat model Police Management principles to public administration organizations. He has been a full time member of the Criminal Justice faculty at Iona College in New Rochelle since 1994. He received his Ph.D. from CUNY where his doctoral thesis was the history and development of the Compstat model of Police Management. Dr. O’Connell began his professional career in criminal justice in 1981, serving the New York City Police Department first as a police officer, and then as a Police Academy instructor, in-service trainer and curriculum developer. After receiving an MPA in 1984 and J.D. in 1989, he worked as a trial attorney with the firm of Cummings & Lockwood in Stamford, CT. Presently, he is the chair of Iona College’s Criminal Justice department, where he also conducts funded research, publishes scholarly papers and lectures widely on the topics of police performance measurement, integrity management and law enforcement training systems. Dr. O’Connell has provided consulting services to a variety of government agencies, including assessment of existing policing policies and practices and development of proactive management strategies. Over the years, he has collaborated with the Center for Technology in Government (Albany, NY), Giuliani Partners (New York, NY) and the Center for Society, Law and Justice (University of New Orleans). Dr. O’Connell recently was awarded a Fulbright Grant working with the Turkish National Police. Center for Public Safety Management – Dover, DE Page 10 of 35

Attachment A Senior Associate Chief James Gabbard, B.A (Ret.)., City of Vero Beach, Florida – Retired Chief of Police, Retired City Manager, Former Commander, West Palm Beach Police, Former President of Florida Police Chiefs Association.  Background James M. Gabbard is the retired City Manager of Vero Beach, Florida, appointed in 2005. Prior to his appointment as City Manager he completed 37 years of law enforcement service in a series of increasingly responsible positions. Mr. Gabbard formerly served as the Police Chief of the Vero Beach Police Department. During his tenure as chief he served as interim city manager on several occasions. Prior to his service with Vero Beach he was a member of the West Palm Beach Police Department, serving in all divisions of the Department and in many assignments including Detective Lieutenant of Homicide. Upon his promotion to Captain he was placed in command of organized crime and organized drug crime investigations. He retired from West Palm Beach in 1986 to accept the chief’s position in Vero Beach. Mr. Gabbard has received numerous professional recognitions and was elected President of the Florida Police Chiefs Association, one of the largest organizations of senior police managers in the United States. He was cited for bravery by Governor Jeb Bush before a joint session of the Florida Legislature for his actions during several hurricanes which stuck Vero Beach. Upon his recent retirement from Vero Beach he was recognized by the Governor and Attorney General of Florida for his numerous contributions to law enforcement in the state. Senior Associate Chief Duane J. Lovello, J.D., Chief of Police, Darien, CT., Member of the Connecticut Police Officer Standards and Training Council (POSTC). Background Duane J. Lovello, J.D., is a member of the Darien, CT Police Department, having started his career there in 1981. With experience at all ranks of the department including fourteen years in the Detective Division as both a detective and a supervisor, he also served as the Commander of the Department's SCUBA Team and a Crisis Negotiator. He was appointed Chief of Police in March 2005. Chief Lovello received a B.S. degree from the University of New Haven and his Juris Doctor from the University of Connecticut School of Law. He is a member of the Connecticut Bar. Chief Lovello is a graduate of the 215th Session of the FBI National Academy in Quantico, Virginia, Chief Lovello formerly served on the Board of Directors of the Connecticut Police Chiefs Association and chaired its Scientific Services Committee. Besides his service on the Connecticut Legislature's Eyewitness Identification Task Force, Chief Lovello also was appointed to Governor Malloy's Crime Lab Working Group. In August, 2012, he was appointed by Governor Malloy to the Police Officer Standards and Training Council (POSTC). He currently serves as Chairman of the Curriculum and Accreditation Committees. Associate Chief Daniel Alexander, B.A., MPA, Chief of Police, Boca Raton, Florida, former Chief of Police, Cape Coral Police Department. Center for Public Safety Management – Dover, DE Page 11 of 35

Attachment A  Background Dan Alexander was sworn in as Boca Raton's police chief in 2006. Prior to this role, he was chief of the Cape Coral Police Department for four years. Chief Alexander served for approximately three years (1999 to 2002) as an assistant police chief and captain in Boca Raton, three years as a Lieutenant with the Indian Creek Village Public Safety Department and seven years as a deputy sheriff in Alachua County Chief Alexander was a Commission on Accreditation for Law Enforcement Agencies (CALEA) Assessor from 2002 to 2010 and served as a team leader for six years. He was president of the Southwest Florida Police Chiefs Association in 2006. He currently serves as president of the Palm Beach County Association of Chiefs of Police, secretary of the Palm Beach County Law Enforcement eXchange (LEX), vice chair of the Palm Beach County Law Enforcement Planning Council, and he serves on the Palm Beach County Criminal Justice Commission. Chief Alexander earned a Master of Arts degree in Public Administration from the University of Florida in 1995, where he received his Bachelor of Arts degree in criminal justice in 1989. He is a graduate of the FBI National Academy. Associate Chief Marilyn Diaz (Ret.), B.S., M.S., Retired Chief of Police, Sierra Madre, and Retired Commander, Pasadena, California Police Department.  Background In 1974 Marilyn Diaz began her career when she was hired as the first woman to be directly assigned as a patrol officer in the Pasadena Police Department. She promoted through the ranks, and in 2006 Marilyn retired as a Commander, where she led the Administrative Services and Field Operations Divisions. In March of 2006 Marilyn was appointed as Sierra Madre’s Chief of Police. Chief Diaz was the first woman in Los Angeles County to become chief of a municipal police department. Marilyn retired from the Sierra Madre Police Department in December 2011. Ms. Diaz has a Master’s degree in Education from the University of Southern California, and earned her Bachelor’s degree in Police Science at California State University, Los Angeles. Marilyn Diaz has served on the boards of Women at Work, Boy Scouts of America, Pacific Clinics, and the Caltech Women’s Club. Marilyn also serves as a docent for the Caltech Architectural Tour Service, and is on the Caltech Women’s Club Board. Marilyn is President of the Rotary Club of Sierra Madre for 2013-2014. She also teaches Youth Protection at the Rotary District level. In 2012 Rotary District 5300 selected Marilyn to represent their district as the team leader for the Group Study Exchange Program in Calcutta, India. Marilyn, along with four non-Rotarian professionals from District 5300, lived with Rotarian families for 5 ½ weeks in January and February 2013 on a cultural and vocational exchange program. Associate Chief Demosthenes M. Long (Ret.) Ed.D. JD, MA, Former Assistant Chief of NYPD, Commanding Officer NYPD Police Academy, Former Deputy Commissioner / Undersheriff Westchester County Public Safety Department Center for Public Safety Management – Dover, DE Page 12 of 35

Attachment A  Background Chief Long has 30 years law enforcement experience, including 21 years with The New York City Police Department where he retired as Assistant Chief. His assignments included Commanding Officer, School Safety Division, where he managed 4,600 police officers and school safety agents and administered an operating budget of $133 million. He served as Commanding Officer, Office of Deputy Commissioner Community Affairs where he was responsible for developing, implementing and assessing programs to strengthen police/community relations; Commanding Officer, Police Academy, responsible for providing entry-level, in-service, promotional and executive level training for 53,000 uniform and civilian members of the Department; Executive Officer, Office of the First Deputy Commissioner and Executive Officer, 47th Precinct and also assignment as Supervisor of Patrol for 17 Bronx Precincts, Transit Districts and Housing Police Service Areas. After retiring from the NYPD he was appointed as First Deputy Commissioner / Undersheriff for the Westchester County Department of Public Safety. Responsibilities include the administrative planning, organization, coordination, execution and control of the fiscal, administrative, support and training functions of the 325 member police department. He holds a Doctor of Education Degree in Executive Leadership from St. John Fisher College, a Juris Doctor Degree from New York Law School, and Master of Arts and Bachelor of Science degrees from John Jay College of Criminal Justice. Center for Public Safety Management – Dover, DE Page 13 of 35

Attachment A Project Schedule Milestone 1 – Full execution of the agreement Agreement will identify Project Launch date. Milestone 2 – Project Launch We will conduct an interactive telephone conference with local government contacts. Our project leads will launch the project by clarifying and confirming expectations, detailing study parameters, and commencing information gathering. Milestone 3a – Information Gathering and Data Extraction- 30 Days Immediately following project launch, the operations leads will deliver an information request to the department. This is an extensive request which provides us with a detailed understanding of the department's operations. Our experience is that it typically takes an agency several weeks to accumulate and digitize the information. We will provide instructions concerning uploading materials to our website. When necessary, the lead will hold a telephone conference to discuss items contained in the request. The team lead will review this material prior to an on-site visit. Milestone 3b – Data Extraction and Analysis – 14 Days Also immediately following the project launch the Data Lead will submit a preliminary data request, which will evaluate the quality of the Computer Aided Dispatch (CAD) system data. This will be followed by a comprehensive request for data from the CAD system to conduct the response and workload analysis. This request requires a concerted effort and focused response from your department to ensure the timely production of required for analysis. Delays in this process will likely extend the entire project and impact the delivery of final report. The data team will extract one year’s worth of Calls for Service (CFS) from the CAD system. Once the Data Team is confident the data are accurate, they will certify that they have all the data necessary to complete the analysis. Milestone 3c – Data Certification – 14 days Milestone 4a – Data Analysis and Delivery of Draft Data Report – 30 days Within thirty days of data certification, the analysis will be completed and a draft, unedited data report will be delivered to each of the departments for their review and comment. After the data draft report is delivered, an on-site visit by the operations team will be scheduled. Milestone 4b – Departmental Review of Draft Data Report – 14 days The department will have 10 days to review and comment on the draft unedited data analysis. During this time, our Data team will be available to discuss the draft report. The Department must specify all concerns with the draft report at one time. Milestone 4c – Final Data Report – 10 days After receipt of the department's comments, the data report will be finalized within 10 days. Milestone 5 – Conduct On-Site Visit – 30 days Subject matter experts will perform a site visit within 30 days of the delivery of the draft data report. Milestone 6 – Draft Operations Report – 30 days Within 30 days of the last on-site visit, the operations team will provide a draft operations report to each department. Again the departments will have 10 days to review and comment. Milestone 7 – Final Report 15 days Once the Department’s comments and concerns are received by CPSM the combined final report will be delivered to the city within 15 days. TOTAL ELAPSED TIME: 105 - 135 days Center for Public Safety Management – Dover, DE Page 14 of 35

Attachment A The CPSM Approach - Police CPSM team developed a standardized approach to conducting analyses of police and fire departments by combining the experience sets of dozens of subject matter experts. We begin projects with a request for data, documents and worksheets. Next, we extract raw data on calls for service from an agency’s computer aided dispatch system. The data are sorted and analyzed to identify performance indicators (i.e., response times, workload by time, multiple unit dispatching, etc.) for comparison to industry benchmarks. Performance indicators are valuable measures of agency efficiency and effectiveness. The findings are shown in tabular as well as graphic form and follow a standard format for presentation of the analyzed data. While the format will be similar from community to community, the data reported are unique to the specific agency. CPSM also conducts an on-site operational review. Here the performance indicators serve as the basis for the operational reviews. Prior to any on-site arrival of a CPSM team, agencies are asked to compile a number of key operational documents (i.e., policies and procedures, assets lists, etc.). Most on-site reviews consist of interviews with management and supervisors, as well as rank and file officers; attendance at roll calls and ride-alongs with officers. We review case files with investigators and observe dispatch operations to assess compliance with the provided written documentation. As a result of on- site visits and data assessments, our subject matter experts produce a SWOT analysis (strengths, weaknesses, opportunities and threats of the department). We have found that this standardized approach ensures that we measure and observe all of the critical components of agencies. Additionally, this methodology can be integrated with ongoing support customized to the unique needs of your community. Strategic planning, risk assessment, and training services are also available to assist with the implementation of CPSM recommendations and developing new processes and programs that may arise as implementation evolves. The following information describes the CPSM approach to studying, understanding, evaluating, and reporting on police departments around the country. Although no two police departments are the same, a standardized approach to department evaluation ensures a rigorous and methodological process that permits benchmarking, comparing, and assessing within the context of the best practices of American law enforcement. However, each locality has unique characteristics that present policing challenges. Integrating a standardized approach within the context of local variability permits an accurate assessment of the organization in its political environment, and further permits CPSM to offer recommendations that comport with the best practices in policing, yet tailor-made for the client community. I. Benchmark the community It is essential to understand the service levels, protection needs, community dynamics, and overall environment within which the police department operates. The CPSM study may involve interviews and surveys directed at stakeholders in the community. Elected officials, community groups (civic, business, religious, labor, etc.), community leaders, and employee labor representatives would be contacted to solicit their opinions about the department, the public safety needs of their constituency, and the perceived gaps in service levels currently provided. CPSM will work with the agency to identify community members that can provide this important information. Center for Public Safety Management – Dover, DE Page 15 of 35

Attachment A Additionally, the department will be compared to organizations of similar size with respect to crime, demographics, and cost-efficiency. II. Patrol Operations Police agencies routinely speak about “recommended officers per 1,000 population” or a “National Standard” for staffing or comparisons to other municipalities. There are no such standards, nor are there “recommended numbers of “officer per thousand”. The International Association of Chiefs of Police (IACP) states; “Ready-made, universally applicable patrol staffing standards do not exist. Ratios, such as officers-per-thousand population, are totally inappropriate as a basis for staffing decisions.” Staffing decisions, particularly in patrol, must be made based upon actual workload and very few police agencies have the capability of conducting that analysis. Once an analysis of the actual workload is made, then a determination can be made as to the amount of discretionary patrol time that should exist, consistent with the local government’s ability to fund. CPSM’s team of doctoral level experts in Operations Research in Public Safety have created in The CPSM Patrol Workload & Deployment Analysis System© the ability to produce detailed information on workload even in those agencies without sophisticated management information systems. Using the raw data extracted from the police department’s CAD system our team converts calls for service into police services workload and then effectively graphs workload reflecting seasonally, weekday / weekend and time of day variables. Using this information the police department can contrast actual workload with deployment and identify the amount of discretionary patrol time available (as well as time commitments to other police activities). Police service workload differentiates from calls for service in that calls for service are a number reflecting the incidents recorded. Workload is a time measurement recording the actual amount of police time required to handle calls for service from inception to completion. Various types of police service calls require differing amounts of time (and thus affect staffing requirements). As such, call volume (number of calls) as a percentage of total number of calls could be significantly different than workload in a specific area as a percentage of total workload. The graph below demonstrates this difference in units. CPSM has found that the most effective way to manage operations, including policing, is to make decisions based upon the interpretation and analysis of data and information. To achieve this, a data analysis of police department workload, staffing and deployment will be conducted. By objectively looking at the availability of deployed hours and comparing those to the hours necessary to conduct operations, staffing expansion and/or reductions can be determined and projected. Additionally the time necessary to conduct proactive police activities (such as team-led enforcement, directed patrol, community policing and selected traffic enforcement) will be reviewed to provide the city with a meaningful methodology to determine appropriate costing allocation models. Workload vs. deployment analysis sample This is one of the ways we show the amount of available, non-committed patrol time compared to workload. As you can see we break out the various activities, convert them to time and then compare to available manpower. The deployment is based upon actual hours worked. So in this example, at noon there are approximately 17 hours of work (including citizen initiated & officer initiated calls for services, including traffic) and administrative activities (meals, vehicle, reports, etc.). There are approximately 30 man hours of available resources meaning that at that hour, on average, of the 30 officers on duty 16 are busy on activities. The area shown in green and brown is uncommitted time. This is the area where staffing decisions impact – it becomes a policy issue as to how much uncommitted time a city wants, and is willing to pay for. Center for Public Safety Management – Dover, DE Page 16 of 35

Attachment A 60 50 40 Personnel 30 20 10 0 0 2 4 6 8 10 12 14 16 18 20 22 Hour E xtra P atrol Bas ic P atrol U nenc umbered Work A dminis trative Work Self-I nitiated Work O ther- I nitiated Work The CPSM study will result in the calculation of service demands placed on the department, workload levels, service times for calls for service, and response times. This information is developed by first extracting data from the departments CAD system. The extracted information is then processed and workload is calculated. This workload is then compared to deployment levels. The product of this analysis is the variance between service demands and available personnel, and appropriate recommendations made for staffing levels and an optimal deployment schedule to meet these service demands. This permits exploration of the following questions:  What are the service demands made by the public as measured through the CAD system?  What is the workload?  Based on this workload is the alignment of Districts and Divisions appropriate?  Based on the workload is the shift schedule aligned appropriately and what alternatives to the current shift plan are most efficient?  How many police officers and supervisors are need to staff the patrol function in order to meet the workload demands placed on the agency?  How long does it take to respond to calls for service (both response time and total time) and what ways are there to reduce these times?  How many officers are assigned to each call and what are the ways to minimize these assignments?  What categories of call, and in what frequency, does the agency handle and what measures can be adopted to minimize unnecessary responses?  How much time is spent on administrative duties? Center for Public Safety Management – Dover, DE Page 17 of 35

Attachment A  How much time is spent on directed patrol activities and specialized enforcement? The study will determine the gaps in patrol coverage and recommendations for modifying temporal and spatial deployment. With the appropriate “best fit” of patrol coverage identified, a determination can be made about the exact number of officers required to meet service demands, and in what shift/district/division combinations to maximize resources. In addition to the analysis of patrol operations from the CAD system and workload, the CPSM study will focus on the qualitative aspects of patrol. The study will observe officers on patrol through ride-alongs, interviews, and general observations. We will amass all available documents, plans, and data available to understand the patrol approach in the department. We will observe the special operations teams, the problem/nuisance unit, etc. to evaluate their role within the overall mission of the department and patrol operations. We will evaluate the performance of the units, identify improvement opportunities, and justify and recommend appropriate staffing levels The CPSM study will also evaluate the implementation of technology on patrol, weapons available, and equipment used with opportunities for improvement. CPSM advocates community policing as its operational philosophy. The CPSM study would evaluate the implementation of community policing, in quantifiable and anecdotal terms, and identify improvement opportunities where appropriate. Similarly, the CPSM study would evaluate the relationship of patrol operations with the rest of the department. To what extent does this bureau work, coordinate, and communicate with the other operational and support functions of the department? How should it? What are the strategic, management, and planning functions of the department with regards to the patrol function and how does patrol operations respond to the mission of the organization? How are crime, traffic, disorder, and quality of life problems handled? I. Investigations The CPSM study will assess investigations – both reactive and proactive. The CPSM team will explore the following questions:  Staffing – Are there sufficient investigators available to handle the workload?  Workload – What is the workload; how many cases do investigators handle; is the specialization appropriate?  Case management – Is there an effective case management system in place?  Effectiveness & Efficiency – How much time does it take to investigate cases? Are victims kept informed? Are cases cleared and offenders held accountable? How much overtime is spent?  Intelligence – How is intelligence gathered and disseminated (inside and outside the department)? Does the investigations function make use of intelligence?  Civilianization opportunities – What are the potential areas for civilianization?  Technological opportunities – Is technology being leveraged to improve investigations?  Crime scene – Are crime scenes being processed efficiently, and are appropriate follow-up investigations being conducted?  Proactive Investigations – the same approach and inquires found in sections above are applied to each specialized investigative unit in the department. - Narcotics - Violent Offenders - Warrants and Fugitives Center for Public Safety Management – Dover, DE Page 18 of 35

Attachment A - Bombings and Arson - Fraud/Cyber crimes - All other specialized investigations units CPSM will essentially evaluate each investigative unit operating in the agency. This evaluation will make an assessment of the performance of the unit, how the unit operates within the overall mission of the department, compare operations to best practices in law enforcement, identify improvement opportunities, and identify appropriate staffing levels. III. Administration and Support Once again, CPSM will evaluate every administrative and support unit in the police department. This evaluation will involve:  Staffing;  Workload;  Civilianization possibilities;  Cost saving opportunities;  Out-sourcing opportunities;  Best practice comparisons and opportunities for improvement. The CPSM team has subject matter experts in police management and administration and will explore administration and support activities in the area of professional standards (Internal investigations, hiring and recruitment, disciplinary system, promotional system), training (both academy and in-service), records management, evaluating the critical, frequent, and high liability policies, facility, fleet, equipment, information technology, property management system, laboratory, planning and research, sick-time management, overtime, communications and dispatch, etc. In general, we look at every unit identified as a discrete operational/support entity for the following: - Describe the functions of the unit; - Evaluate the performance of the unit. In most cases this is a quantitative; evaluation, but in units not appropriate for quantification, a qualitative evaluation is provided; - Identification of improvement opportunities - An evaluation and justification, and recommendation for appropriate staffing levels. IV. Organizational Culture During the operational evaluation described above, organizational “themes” emerge. What does the department “think” about providing police service to the community and how does this thinking align with the stated mission and department policies? How does the department interact with the community and internally with its own members? In general, what is the culture of the organization? The culture of a police organization is a reflection of its members and the community it serves. Through focus groups, interviews, and observations, the CPSM team will evaluate operational readiness and need. In addition, every member of the department will be given the opportunity to participate in an anonymous survey. This survey is designed to understand the culture of the department, assess internal and external communications, and determine what it “thinks” about various elements of organizational life. This part of the CPSM study is critical to the overall success of the project as it provides a better understanding of the police department and how the workload, staffing, and community dynamics shape the mission, goals, operations, and needs of the organization. V. Organizational Structure and Administration Based on the above, we are able to analyze current management structure and practice and Center for Public Safety Management – Dover, DE Page 19 of 35

Attachment A make recommendations to improve organizational administration. The product of this analysis is a proposed staffing mode. The product of this analysis also generally ends up with a leaner, flatter, and more efficient organizational design. VI. Performance Management The overarching philosophy of the CPSM approach is to evaluate the police department in terms of performance management. Identifying workload, staffing, and best practices is just the beginning. It is also important to assess the organization‘s ability to carry out its mission. Essentially, does the police department know its goals, and how does it know they are being met. It is very difficult for an organization to succeed at any given level of staffing unless it has a clear picture of success. How does the department “think” about its mission, how does it identify and measure what’s important to the community, how does it communicate internally and externally, how does it hold managers accountable, and how does it know the job is getting done? The CPSM team will evaluate the department and make recommendations to assist with improving capacity in this area, if necessary. In addition, CPSM can offer performance management training and mentoring services to support organizational success. Center for Public Safety Management – Dover, DE Page 20 of 35

Attachment A The CPSM Approach: Fire/EMS Operations Operations Review Using information analyzed by the data team, an operational assessment by CPSM technical experts will be conducted to evaluate the deployment of emergency resources. The CPSM team will evaluate equipment, maintenance, records, policies, procedures, mapping, implemented technology and innovations, facilities, training, and staff to create recommendations for future service delivery. The team may meet with elected and appointed officials as well as identified community leaders to determine the outcome they are seeking from deployment of resources. Observations and recommendations will be developed around key performance and analysis areas in the completion of the report and include:  Comprehensive Data Analysis o Incident Type Workload o Response Time o Unit Workload o Analysis of Busiest Hour  Governance and Administration o Organizational Structure o Organizational Leadership o Staffing and Deployment o External Relationships  Organizational Behavior/Management/Processes o Time Allocation of Staff o Organizational Communication o Strategic Planning o Performance Measurement  Financial Resources (Operating and Capital Resources)  Programs (To include fire suppression, EMS, fire prevention, public education, fire investigation, technical rescue, hazardous materials, emergency management, , and other service delivery programs)  Risk Management/All hazards approach to community protection  ISO/Accreditation Benefit Analysis Using GIS technology we will review the current locations of deployed equipment and stations with recommendations developed for the future. Key to making these determinations will be response time for dispatched units and call density. The CPSM data team has created a methodology for determining resource utilization that quantifies the maximum and minimum deployment of personnel and equipment. It is unlike any other approach currently used by consultants and is indicative of the desire by CPSM to deliver the right resources at the right time. Center for Public Safety Management – Dover, DE Page 21 of 35

Attachment A Fire Suppression Services Fire departments staff their stations and train their personnel to respond to a wide array of fire and vehicular accident emergencies. In addition, many departments use the long intervals between calls for service for a variety of fire prevention, training and station activities. Research in the United Kingdom as well as by FEMA has shown that the most cost-effective approach to fire deployment is the elimination of calls. If a call is received, eliminating hazards decreases the risk faced by first responders and may result in a more positive outcome. These preventive strategies should include building effective code enforcement and fire prevention activities as well as strong public education programs promoting smoke detectors fire extinguisher use and placement in homes and businesses. The effort may also include early fire suppression through the use of automatic sprinkler systems and other fire protection systems. All of these prevention and response challenges are illustrated below. FIRE CHALLENGES Early Fire Early Life Property Detection & Prevention Reporting Suppression Safety Conservation Fire Incident Progression Extinguishers Rapid Rapid Code Smoke / Fire Automatic Response Response Enforcement Alarms Sprinklers Medic -Rescue Fire Unit Utilization FIRE DEPARTMENT ACTIONS The resulting data study CPSM completes will gather and analyze data on the efficiency and effectiveness of the current deployment on the fire runs. Resource utilization will be quantified for concentration, location, and unit utilization. The study will also analyze fire call data to provide a comprehensive review of how fire services are delivered to the community including a detailed analysis of workloads and response times. The analysis of the workloads should begin with an in-depth study of the types of calls handled and their severity. The goal of this data gathering would be to explicate the fundamental nature of the fire challenge faced by the Fire Department. Center for Public Safety Management – Dover, DE Page 22 of 35

Attachment A The study will pay special attention to fires reported in residences or buildings. Some examples of questions to be answered as a part of the study include: What was the average response time of the first arriving fire suppression unit capable of deploying extinguishing agent? How long did the engine companies work at the scene? For each call type, we will determine the time spent on-scene and the manpower personnel who worked the scene. This data will be aggregated to determine an overall average total time spent on fire calls per 24-hour period and by shift for each engine company. It will document any dramatic variations by time of day and day of week as well as seasonal variations. It will also require the review the department’s non-emergency productive hours that fire personnel carry out between emergency calls. The study will also analyze data to determine the proportion of calls and the associated workload that arise within the community’s borders compared to mutual aid calls. Response time is an important statistic in emergency service systems. We will determine:  Average response time of first arriving fire suppression unit capable of deploying extinguishing agent.  Distribution of response times for different call categories  Response time for the second arriving engine company, where possible We will also identify and review calls that experienced unusually long response times. Center for Public Safety Management – Dover, DE Page 23 of 35

Attachment A EMS Emergency Medical Services Fire Departments provide emergency medical services in addition to fire suppression duties. In this project we will analyze EMS call data to provide a comprehensive review of emergency medical services including a detailed analysis of workloads and response times. The analysis of the workloads will begin with an in-depth study of the types of calls handled and their severity. The goal is to explicate the fundamental nature of the emergency medical challenge faced by the community’s Fire Department. We will pay special attention to the most critical emergencies such as heart attack and serious vehicular accidents. EMS CHALLENGES Medical Early Early Transport Detection / Stabilize Prevention Reporting Action Medical Incident Progression Public & Public Public CPR / Rapid ALS ALS Targeted Education Education AED Training Response Transport EMS DEPARTMENT ACTIONS For each call type, we will determine the time spent on-scene and the manpower personnel who worked the scene. These data will be aggregated to determine an overall average total time spent on fire calls per 24-hour period for each ambulance company and the unit hour utilization (UHU). We will also determine how much EMS calls contribute to the workload of fire engine companies since they also respond to most calls. We will document any dramatic variations by time of day and day of week as well as seasonal variations. Response time is an important statistic in emergency service systems. We will determine not only average response time but also the distribution of response times for different call categories. We will also identify and review calls that experienced unusually long response times. Center for Public Safety Management – Dover, DE Page 24 of 35

Attachment A Analysis of the Busiest Hours of the Year Fire departments often speak of the “worst case scenario” or “resource exhaustion” when developing staffing and deployment plans. In reality, on agency can never staff for the worst case scenario, because whatever situation can be envisioned, there can always be a more serious event that can be planned. What is needed to make staffing and apparatus decisions is a clear understanding of what levels of demand can reasonably be expected over specific periods of time in a specific jurisdiction. For example, what are the busiest calls for service times over a one year period and what levels of staffing and apparatus were needed to handle this workload? To answer this question requires a detailed analysis of calls for service, broken down minute by minute, identifying which units were busy and how many units remained available to respond to a new call for service. More sophisticated analysis can take into consideration available mutual aid resources. There is significant variability in the number of calls from hour to hour. One special concern relates to the fire resources available for the highest workload hours. We tabulate the data for each of 8760 hours in the year. We identify how often the fire department will respond to more than a specified number of calls in an hour. In studying call totals, it is important to remember that an EMS run typically lasts, on average, a different amount of time than a fire category call. Example of “Busiest Hour Analysis” What follows is an example of an CPSM study of a fire department with 17 units staffed all the time. For the vast majority of these high volume hours, the total workload of all units combined is equivalent to 3 or fewer units busy the entire hour. For the ten highest volume hours, 0.1% of the hours, the total workload exceeded 3 hours. All of these high volume hours occurred between 10 a.m. and 9 p.m. The hour with the most work was between 1000 and 1100 on September 12, 2009. The 21 calls involved 34 runs. The combined workload was 417 minutes. This is equivalent to 7 firefighting units being busy the entire hour. However, in the City there are 17 units staffed all of the time. During the worst portion of the hour, there were always at least 5 units still available to respond immediately. Only 5 of the 17 units were busy more than 30 minutes during this hour. The hour with the most calls was between 1400 and 1500 on October 13, 2009. The 23 calls involved 28 runs. The combined workload was 379 minutes. This is equivalent to between 6 and 7 firefighting units being busy the entire hour. However, in the city there are 17 units staffed all of the time. During the worst portion of the hour, there were always at least 7 units still available to respond immediately. Only 3 of the 17 units were busy more than 30 minutes during this hour. Center for Public Safety Management – Dover, DE Page 25 of 35

Attachment A Table 1. Frequency Distribution of the Number of Calls Number of Calls in Frequency an Hour 0-5 6397 6-10 2263 11-15 98 16 or more 2 Observations:  A total of 6,397 hours (73%) in a year have received 0-5 calls.  A total of 2,263 hours (25.8%) in a year have received 6-10 calls.  A total of 100 hours (1.2%) in a year have received 11 or more calls. Table 2. Top Ten Hours with the Most Calls Received Number Number of Total Busy HOURS of Calls Runs Minutes 13-Oct-2009 1400 23 28 379 12-Sep-2009 1000 21 34 417 20-Jun-2009 2000 15 16 252 02-Feb-2009 1900 15 16 213 10-Jul-2009 1000 14 15 226 15-Feb-2009 1900 14 20 317 29-Jul-2009 1700 14 18 274 23-Feb-2009 1100 14 15 180 17-Mar-2009 1500 14 17 193 01-Mar-2009 1800 13 14 185 Center for Public Safety Management – Dover, DE Page 26 of 35

Attachment A Table 3. Deployed Minutes by Unit for the Hour between 10 a.m. and 11 a.m. on 12-Sep-2009 Number of Station 1 2 3 4 5 6 7 9 10 11 12 13 14 Units Unit E1 E2 T2 E3 T3 E4 T4 E5 E6 E7 T7 E9 E10 E11 E12 E13 E14 Busy Free 0-5 3.3 1 16 5-10 1.9 0.7 5 3 14 10-15 3.1 5 5 3.7 0.6 4.8 5 7 10 15-20 5 4.3 5 0.5 5 5 4.4 4 8 9 20-25 4.4 1.1 4.4 5 3.8 5 5 7 10 25-30 5 5 5 5 5 5 12 30-35 4.6 5 5 5 2.7 5 12 35-40 5 5 3.1 5 5 1.3 6 11 40-45 5 5 5 1.2 0.7 0.7 4.9 5 1.6 9 8 45-50 5 5 5 1.8 5 1.8 1.9 1.6 5 4.9 1.7 11 6 50-55 0.9 5 5 4.5 3.3 5 5 2.5 0.8 2.5 5 5 12 5 55-60 5 5 5 0.8 3.1 5 4.1 5 5 5 5 11 6 Total 12.5 12.3 0.0 40.6 40.5 23.1 11.3 0.0 4.1 14.3 11.8 34.8 8.4 39.6 43.2 16.5 19.0 Note: The numbers in the cells are the busy minutes within the 5 minute block. The cell values greater than 2.5 are coded as red. Observations:  Between 10 a.m. and 11 a.m. on September 12, 2009, the fire department responded to 21 calls and dispatched 34 units to these calls.  In the city there are 17 units staffed all of the time. During the worst portion of this hour, there were always at least 5 units still available to respond immediately. Only 5 of the 17 units were busy more than 30 minutes during this hour. Center for Public Safety Management – Dover, DE Page 27 of 35

Attachment A Figure 1. Workload by Unit and Call Type for the Hour between 10 a.m. and 11 a.m. on 12-Sep-2009 Observations:  Engine companies E3, E11 and E12 were busy more than 40 minutes during this hour.  Truck T3 was busy more than 40 minutes during this hour.  Eleven units were busy less than 20 minutes. Two units responded to no calls. Center for Public Safety Management – Dover, DE Page 28 of 35

Attachment A The quotation of fees and compensation shall remain firm for a period of 90 days from this proposal submission. CPSM will conduct the analysis of the police, fire, and EMS departments for $107,000 exclusive of travel. The project would be billed in three installments: 40% within 14 days of signing the contract; 40% with delivery of the police, fire and EMS draft data analysis; 20% with delivery of the final reports. Following delivery of the draft reports, the city will have 30 days to provide comments as to accuracy and a final report will be delivered within 30 days of the comment period. NOTE: If the chief administrative officer of the jurisdiction is a member of ICMA the fee, exclusive of travel, will be reduced by 10% reducing the cost to $96,300. Deliverables Draft reports for police, fire/EMS will be provided for department review in electronic format. In order to be ecologically friendly, CPSM will deliver the final report in computer readable material either by email or CD or both. The final reports will incorporate the operational as well as data analysis. Should the municipality desire additional copies of the report, CPSM will produce and deliver whatever number of copies the client request and will invoice the client at cost. Should the City desire additional support or in-person presentation of findings, CPSM will assign staff for such meetings at a cost of $2,000 per day/per person along with reimbursement of travel expenses. Center for Public Safety Management – Dover, DE Page 29 of 35

Attachment A Prior and Current Engagements Kenai AK Comprehensive Analysis of Fire Services Auburn AL Comprehensive Analysis of Fire Services Auburn AL Comprehensive Analysis of Police Services Dothan AL Comprehensive Analysis of Police Services Casa Grande AZ Comprehensive Analysis of Police Services Florence AZ Comprehensive Analysis of Police Services Lake Havasu AZ Comprehensive Analysis of Police Services Lake Havasu AZ Comprehensive Analysis of Fire Services Pinal County AZ Comprehensive Analysis of Sheriff’s Office Prescott AZ Comprehensive Analysis of Fire Services Prescott AZ Comprehensive Analysis of Police Services Queen Creek AZ Police Services Strategic Plan Queen Creek AZ Comprehensive Analysis of Fire services Scottsdale AZ Comprehensive Analysis of Police Services Youngtown AZ Comprehensive Analysis of Police Services Alameda CA Comprehensive Analysis of Police Services Burbank CA Analysis of Investigations Workload / Staffing Carlsbad CA Comprehensive Analysis of Police Services Hermosa Beach CA Comprehensive Analysis of Fire services Hermosa Beach CA Comprehensive Analysis of Police Services Palm Desert CA Comprehensive Analysis of Fire Services Palo Alto CA Comprehensive Analysis of Fire Services San Jose CA SWOT Analysis of Police and Fire Services San Mateo Co. CA Dispatch Operations Review Santa Ana CA Comprehensive Analysis of Police Services Santa Clara CA Comprehensive Analysis of Police Services Santa Monica CA Police Chief Selection Sonoma County CA Performance Measurement Analysis Stockton CA Comprehensive Analysis of Police Services Stockton CA Comprehensive Analysis of Fire Services Yuba City CA Comprehensive Analysis of Fire Services Yuba City CA Comprehensive Analysis of Police Services Federal Heights CO Comprehensive analysis of Police Services Federal Heights CO Comprehensive analysis of Fire Services Littleton CO Comprehensive Analysis of Fire Services Steamboat Springs CO Comprehensive Analysis of Fire Services Cheshire CT Police Management Review Southington CT Comprehensive Analysis of Fire Services Alachua FL Expert Witness Law Enforcement Issues Center for Public Safety Management – Dover, DE Page 30 of 35

Attachment A BCCMA FL Analysis of Sheriff’s Contract Services Citrus County FL Comprehensive Analysis of Fire Services Delray Beach FL Comprehensive Analysis of Police Services Delray Beach FL Comprehensive Analysis of Fire Services Dunedin FL Police Consolidation Review Hollywood FL Police Internal Affairs Review Indian River Shores FL Public Safety Staffing Analysis Indian River Shores FL Public Safety Study Jacksonville Beach FL Police Chief Selection Jupiter FL Police and Fire Jupiter Island FL Public Safety Consolidation Kenneth FL Comprehensive Analysis of Police Services Miami Beach FL Comprehensive analysis of Fire Services North Port FL Comprehensive Analysis of Police Services Pasco County FL Comprehensive analysis of Fire Services Pompano Beach FL Comprehensive Analysis of Police Services Venice FL Comprehensive Analysis of Fire Services Camden County GA Comprehensive Analysis of Fire Services Camden County GA Police Consolidation Study Garden City GA Preliminary Analysis Public Safety Merger Johns Creek GA Analysis of Fire Services Boone IA Public Safety Consolidation Hayden ID Comprehensive Analysis of Police Services Jerome ID Analysis of Police Services Glenview IL Comprehensive Analysis of Police & Fire Services Glenview IL Comprehensive Analysis of Police Services Glenview IL Dispatch Operations Review Highland IL Comprehensive Analysis of Fire Services Highland Park IL Comprehensive Analysis of Fire Consolidation Highwood IL Comprehensive Analysis of Fire Consolidation Lake Bluff IL Analysis of Fire Consolidation Lake Forest IL Analysis of Fire Consolidation Lake Zurich IL Comprehensive Analysis of fire services Western Springs IL Comprehensive Analysis of Police Services Indianapolis IN Analysis of Police Workload & Deployment Services Plainfield IN Comprehensive Analysis of Police Services Northborough MA Comprehensive Analysis of Police Services Northborough MA Comprehensive Analysis of Fire Services Annapolis MD Comprehensive Analysis of Police Services Ocean City MD Dispatch Operations Review Ann Arbor MI Comprehensive Analysis of Fire Services Auburn Hills MI Comprehensive Analysis of Fire Services Auburn Hills MI Comprehensive Analysis of Police Services Benton Harbor MI Public Safety Consolidation Chesterfield Twp. MI Comprehensive Analysis of Police Services Center for Public Safety Management – Dover, DE Page 31 of 35

Attachment A Delta Township MI Comprehensive Analysis of Police Services Delta Township MI Comprehensive Analysis of Fire Services Detroit Public Preliminary Analysis of Police Services Schools Douglas MI Comprehensive Analysis of Police Services Flint MI Comprehensive Analysis of Fire Services Flint MI Comprehensive Analysis of Police Services Grand Rapids MI Comprehensive Analysis of Police Services Grand Rapids MI Comprehensive Analysis of Fire Services Gross Pointe MI Public Safety Consolidation Gross Pointe Park MI Public Safety Consolidation Kentwood MI Comprehensive Analysis of Police & Fire Services Mott Community MI Comprehensive Analysis of Public Safety Services College Novi MI Comprehensive Analysis of Police Services Novi MI Comprehensive analysis of Fire Services Oshtemo Township MI Police Workload / Contract for Services Analysis Petoskey MI Public Safety Consolidation Plymouth MI Fire Services Consolidation Royal Oak MI Public Safety Consolidation Saginaw MI Comprehensive Analysis of Police Services Saginaw MI Comprehensive Analysis of Fire Services St. Joseph MI Public Safety Consolidation Sturgis MI Public Safety Analysis Troy MI Comprehensive Analysis of Police Services Troy MI Review of Fire Administration and Inspections Wyoming MI Comprehensive Analysis of Police Services 2012 Wyoming MI Comprehensive Analysis of Fire Services 2012 Wyoming MI Comprehensive Analysis of Police Services 2009 Wyoming MI Comprehensive Analysis of Fire Services 2009 Kentwood MI Analysis of Police Services Consolidation Kentwood MI Analysis of Fire Services Consolidation Algonquin MN Performance Measurement Study Mankato MN Public Safety Study Morehead MN Comprehensive Analysis of Fire Services Ruidoso MN Comprehensive Analysis of Police Services St. Cloud MN Police Strategic Planning Review St. Cloud MN Comprehensive Analysis of Police Services St. Louis MO Comprehensive Analysis of Fire Services St. Louis MO Comprehensive Analysis of Police Services St. Louis MO Standard of Response Cover and risk assessment Bald Head Island NC Public Safety Consolidation Chapel Hill NC Comprehensive Analysis of police services Davidson NC Fire Consolidation Study Greenville NC Comprehensive Analysis of Fire Services Center for Public Safety Management – Dover, DE Page 32 of 35

Attachment A Oxford NC Comprehensive Analysis of Fire Services Oxford NC Comprehensive Analysis of Police Services Rocky Mount NC AED Grant assistance Rocky Mount NC Comprehensive Analysis of Police Services Grand Island NE Comprehensive Analysis of Police Services Grand Island NE Comprehensive Analysis of Fire Services South Sioux City NE Fire Services Strategic Plan East Brunswick NJ EMS Study Oradell NJ Comprehensive Analysis of Police Services Patterson NJ Comprehensive Analysis of Police Services South Orange NJ Comprehensive Analysis of Police Services Westwood NJ Comprehensive Analysis of Police Services Ruidoso NM Comprehensive Analysis of Police Services Bernalillo NM Comprehensive Analysis of Fire Services Boulder City NV Police Organizational Study Henderson NV Comprehensive Analysis of Police Services Las Vegas NV Comprehensive Analysis of Fire Services North Las Vegas NV Fire Workload Analysis Garden City NY Comprehensive Analysis of Fire Services Long Beach NY Comprehensive Analysis of Fire and EMS services North Castle NY Comprehensive Analysis of Police Services Oneonta NY Comprehensive Analysis of Fire and EMS services Oneonta NY Fire Apparatus Review Orchard Park NY Comprehensive Analysis of Police Services Ossining NY Comprehensive Analysis of Police Services Rye NY Police Chief Selection Watertown NY Comprehensive Analysis of Fire Services Cincinnati OH Police Dispatch Review Huron OH Comprehensive Analysis of Police Services Huron OH Comprehensive Analysis of Fire Services Independence OH Comprehensive Analysis of Police Services Independence OH Comprehensive Analysis of Fire Services Sandusky OH Comprehensive Analysis of Police Services Dayton OH Police Internal Affairs Review Broken Arrow OK Comprehensive Analysis of Police Services Broken Arrow OK Comprehensive Analysis of Fire Services Edmond OK Comprehensive Analysis of Police Services Muskogee OK Comprehensive Analysis of Police Services Bend OR Comprehensive Analysis of Police Services Grants Pass OR Comprehensive Analysis of Fire Services Grants Pass OR Comprehensive Analysis of Police Services Grants Pass OR Public Safety Strategic Plan Development Ontario OR Comprehensive Analysis of Police Services Ontario OR Comprehensive Analysis of Fire Services Cumru Township PA Comprehensive Analysis of Police Services Center for Public Safety Management – Dover, DE Page 33 of 35

Attachment A Ephrata PA Comprehensive Analysis of Police Services Farrell PA Comprehensive Analysis of Police Services Lower Windsor Twp. PA Comprehensive Analysis of Police Services Trefidrin Township PA Comprehensive Analysis of Police Services East Providence RI Comprehensive Analysis of Fire Services East Providence RI Expert Witness Fire Issues Jamestown RI Comprehensive Analysis of Police Services Beaufort SC Comprehensive Analysis of Fire Services Beaufort SC Comprehensive Analysis of Police Services Walterboro SC Comprehensive Analysis of Public Safety Department Germantown TN Comprehensive Analysis of Fire Services Johnson City TN Comprehensive Analysis of Fire Services Johnson City TN Comprehensive Analysis of Police Services Smyrna TN Comprehensive Analysis of Police Services Smyrna TN Comprehensive Analysis of Fire Services Addison TX Comprehensive Analysis of Fire Services Addison TX Comprehensive Analysis of Police Services Baytown TX EMS Study Belton TX Comprehensive Analysis of Police Services Belton TX Comprehensive Analysis of Fire Services Belton TX Police Chief Selection Belton TX Fire Chief Selection Cedar Park TX Comprehensive Analysis of Police Services Conroe TX Fire Services Analysis and Standard of Response Frisco TX Comprehensive Analysis of Fire Services Highland Village TX Fire Review Lucas TX Fire and EMS Analysis Prosper TX Comprehensive Analysis of Police Services Round Rock TX Comprehensive Analysis of Fire Services Victoria TX Comprehensive Analysis of Police Services Washington City UT Comprehensive Public Safety Analysis Hampton VA Police Chief Selection Loudon County VA Comprehensive Analysis of Sheriff Services Loudon County VA Comprehensive Analysis of Fire Services Lacey WA Comprehensive Analysis of Fire Services Spokane Valley WA Comprehensive Analysis of Police Services Vancouver WA Comprehensive Analysis of Police Services Vancouver WA Police Chief Selection Wauwatosa WI Comprehensive Analysis of Fire Services Jackson Hole WY Police Consolidation Review Laramie WY Comprehensive Analysis of Police Services Teton County WY Police Consolidation Review Leduc Co., Alberta CA County Wide Fire Strategic Plan Leduc City, Alberta CA Comprehensive Analysis of Fire Services. Center for Public Safety Management – Dover, DE Page 34 of 35

Attachment A Part of ICMA’s mission is to assist local governments in achieving excellence through information and assistance. Following this mission, Center for Public Safety Management, LLC acts as a trusted advisor, assisting local governments in an objective manner. In particular, CPSM’s experience in dealing with public safety issues combined with its background in performance measurement, achievement of efficiencies, and genuine community engagement, makes CPSM a unique and beneficial partner in dealing with issues such as those being presented in this proposal. We look forward to working with you further. Center for Public Safety Management – Dover, DE Page 35 of 35

PETITION TO AMEND AND ZONING DISTRICT First Reading before the Dover City Council June 22, 2015 Applicants/Owners: Erin and Robert Barrett Erin L. Cooper Address: 35 North New Street 39 North New Street Location: Southeast corner of North New Street and Fulton Street Tax Parcel ID #: ED05-076.08-05-39.00-000 ED05-076.08-05-40.00-000 Size: 0.137 +/- acres 0.089 +/- acres Present Use: Vacant Proposed Use: Townhomes Comprehensive Plan Designation: Mixed Use Present Zoning: RG-1 (General Residence Zone) Proposed Zoning: RG-3 (Group Housing Zone) File Number: Z-15-03 Ordinance Number: 2015-12

City of Dover Application No.: Z-15-03 Department of Planning & Inspections IO IO IO RG-1 RG-1 n St Fulto Site IO C-1 RG-1 er Gov nors RG-1 Ave RG-1 New RG-1 St C-2 en Que C-1A RG-1 St C-1A C- C-1A 2 C-1A C-1A C-1A St Div ision C-1A RG-1 Application #: Z-15-03 Address: 35 & 39 North New Street Parcel ID: ED-05-076.08-05-39.00-000 and Legend ED-05-076.08-05-40.00-000 Subject Property Current Zoning: RG-1 Proposed Zoning: RG-3 Zoning Owners: Robert & Erin Barrett and Erin L. Cooper Dover Parcels Date: 6/15/2015 « 0 75 150 300 Feet

FIRST READING CITY OF DOVER PROPOSED ORDINANCE #2015-12 1 AN ORDINANCE AMENDING THE ZONING ORDINANCE AND ZONING MAP OF THE 2 CITY OF DOVER BY CHANGING THE ZONING DESIGNATION OF PROPERTIES 3 LOCATED AT 35 AND 39 NORTH NEW STREET 4 WHEREAS, the City of Dover has enacted a zoning ordinance regulating the use of property within 5 the limits of the City of Dover; and 6 WHEREAS, it is deemed in the best interest of zoning and planning to change the permitted use 7 of properties described below from RG-1 (General Residence Zone) to RG-3 (Group Housing Zone). 8 NOW, THEREFORE, BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY 9 OF DOVER, IN COUNCIL MET: 10 1. That from and after the passage and approval of this ordinance the Zoning Map and Zoning 11 Ordinance of the City of Dover have been amended by changing the zoning designation from 12 RG-1 (General Residence) to RG-3 (Group Housing) on properties located at 35 North New 13 Street, consisting of 0.137+/- acres, owned by Robert and Erin Barrett, and 39 North New 14 Street, consisting of 0.089+/- acres, owned by Erin L. Cooper. 15 (Tax Parcels: ED-05.076.08-05-39.00-000 and ED-05.076.08-05-40.00-000; Planning Reference Z-15-03; 16 4th Council District) 17 18 19 ADOPTED: * 20 S:\ORDINANCES\2015\DRAFT\Ordinance #2015-12-Rezoning - 35 and 39 N. New Street.wpd 21 22 Actions History 23 June 22, 2015 - Scheduled for First Reading by City Council 24

FINAL READING CITY OF DOVER PROPOSED ORDINANCE #2015-10 WHEREAS, the 2014/2015 fiscal year property tax rate for the City of Dover is $.3378 per hundred of assessed value and the Tax Assessor reported that the total assessed value of property as of December 31, 2014 was $3,191,130,460, including the April 2015 supplemental billings (2011 Assessed Value); and WHEREAS, upon completion of the re-evaluation completed in 2015, the Tax Assessor is reporting the total assessed value in 2015/2016 to be $3,103,526,891; and WHEREAS, Delaware State Law: 22 Delaware Code Section 1105 (b) requires municipalities to calculate a "rolled-back" tax rate so as to provide the same tax revenue as was levied during the prior fiscal year and to state the percent, if any, by which the property tax rate to be levied exceeds the "rolled-back" property tax rate. NOW THEREFORE, BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: That the City of Dover "rolled-back" tax rate is $.3499 per hundred of assessed value, and the 2015/2016 tax rate is to be set at $.4050 per hundred of assessed value (estimated at $3,050,321,691), the increase over the rolled-back tax rate being 15.7%. ADOPTED: * S:\ORDINANCES\2015\DRAFT\Ordinance #2015-10 - Notification of Tax Rate Increase Over the Rolled Back Tax Rate-Final Reading.wpd Actions History June 22, 2015 - Scheduled for Final Reading by City Council June 8, 2015 - First Reading by City Council

FINAL READING CITY OF DOVER ORDINANCE # 2015-11 2015-2016 BUDGET ORDINANCES 1 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 2 The amount hereinafter named aggregating Forty Five Million Three Hundred Four Thousand Six Hundred 3 dollars ($45,304,600) or so much thereof as may be necessary are hereby appropriated from current revenues and 4 other funds for the use by several departments of the Municipal Government for the fiscal year beginning 5 July 1, 2015 and ending June 30, 2016: 6 GENERAL FUND 7 CASH RECEIPT SUMMARY FOR 2015-2016 8 2014/15 2015/16 9 REVISED BUDGET 10 BEGINNING BALANCE $ 4,361,500 $ 3,977,500 11 RECEIPTS 12 FINES AND POLICE REVENUE 629,300 702,300 13 INVESTMENT INCOME 40,000 35,000 14 LIBRARY REVENUES 71,600 72,000 15 KENT COUNTY BOOK REIMBURSEMENT 490,000 450,000 16 BUSINESS LICENSES 1,460,000 1,425,000 17 PERMITS AND OTHER FEES 1,354,200 1,436,300 18 MISCELLANEOUS CHARGES 27,600 22,700 19 POLICE EXTRA DUTY 659,500 533,000 20 PROPERTY TAXES 11,086,800 12,844,500 21 BID REVENUE 49,500 49,700 22 RECREATION REVENUE 148,800 149,000 23 FRANCHISE FEE 656,400 672,300 24 SANITATION FEES 2,580,000 2,580,000 25 RENT REVENUE - GARRISON FARM 92,300 93,700 26 COURT OF CHANCERY FEES 1,074,400 1,065,100 27 RECEIPTS SUBTOTAL 20,420,400 22,130,600 28 INTERFUND SERVICE RECEIPTS 29 INTRAFUND SERVICE RECEIPTS W/WW 1,371,100 1,492,700 30 INTRAFUND SERVICE RECEIPTS ELECTRIC 3,588,200 3,738,500 31 INTERFUND SERVICE RECEIPTS SUBTOTAL 4,959,300 5,231,200 32 GRANTS: 33 POLICE RELATED/EXTRA DUTY 124,000 74,400 34 POLICE PENSION GRANT 500,000 500,000 35 GREEN ENERGY GRANT 98,500 98,500 36 MISC GRANT REVENUE 25,000 25,000 37 VERIZON RESERVE - 50,000 38 GRANTS SUBTOTAL 747,500 747,900 39 TRANSFERS FROM: 40 TRANSFER TAX 1,525,200 1,340,000 41 MUNICIPAL STREET AID 664,200 564,200 42 CIVIL TRAFFIC PENALTIES 450,000 450,000 43 WATER/WASTEWATER 500,000 850,000 44 ELECTRIC 10,000,000 10,000,000 45 OTHER RESERVES 4,000 13,200 46 CONTINGENCY FUND 50,000 - 47 BOND PROCEEDS - SERIES 2014 475,000 - 48 TRANSFERS FROM SUBTOTAL 13,668,400 13,217,400 49 TOTAL REVENUES 39,795,600 41,327,100 50 TOTAL BEGINNING BALANCE & REVENUE $ 44,157,100 $ 45,304,600 1

FINAL READING 51 2015-2016 BUDGET ORDINANCES - CONTINUED 52 GENERAL FUND - EXPENDITURES AND BUDGET BALANCE FOR 2015-2016 53 2014/15 2015/16 54 DEPARTMENT EXPENSES REVISED BUDGET 55 CITY CLERK $ 386,700 $ 383,400 56 COUNCIL 106,600 118,100 57 TAX ASSESSOR 319,100 234,800 58 FIRE 716,100 745,400 59 GROUNDS MAINTENANCE 1,130,900 1,210,300 60 LIBRARY 1,422,000 1,510,000 61 RECREATION 710,800 729,500 62 LIFE SAFETY 534,600 482,200 63 CODE ENFORCEMENT 420,500 419,400 64 PLANNING 449,400 534,000 65 INSPECTIONS 614,400 664,700 66 ECONOMIC DEVELOPMENT 223,000 238,000 67 POLICE 14,338,900 15,159,000 68 POLICE EXTRA DUTY 712,500 602,400 69 STREETS 676,200 674,500 70 SANITATION 2,224,800 2,157,900 71 CITY MANAGER 595,900 750,300 72 INFORMATION TECHNOLOGY 736,600 704,800 73 FINANCE 970,000 978,500 74 PUBLIC WORKS - ADMINISTRATION 518,100 626,800 75 FACILITIES MANAGEMENT 690,400 707,500 76 PUBLIC WORKS - ENGINEERING 193,700 181,400 77 PROCUREMENT & INVENTORY 542,800 560,200 78 FLEET MAINTENANCE 799,700 768,500 79 CUSTOMER SERVICE 1,044,600 1,120,100 80 HUMAN RESOURCES 385,500 383,900 81 MAYOR 82,500 76,100 82 DEPARTMENT SUBTOTALS 31,546,300 32,721,700 83 OTHER EXPENSES 84 DEBT SERVICE 948,400 660,800 85 CONTRIBUTION TO DDP 70,000 70,000 86 MISCELLANEOUS GRANT RELATED EXP 25,000 25,000 87 INSURANCE 675,000 690,000 88 RETIREES HEALTH CARE 1,636,500 1,895,600 89 OTHER EMPLOYMENT EXPENSES 74,900 520,100 90 BANK & CREDIT CARD FEES - 15,000 91 UNCOLLECTIBLES - TRASH AND OTHER 50,000 50,000 92 APPROP TO STREET LGT FUND 774,500 797,700 93 OTHER EXPENSE SUBTOTAL 4,254,300 4,724,200 94 TRANSFERS 95 TRANSFER TO CAPITAL ASSET RESERVE 60,000 - 96 TRANSFER TO CAPITAL FUND - PROJECTS 2,196,000 2,625,400 97 APPROP. TO THE POLICE PENSION FUND 755,000 570,000 98 APPROP. POLICE PENSION - STATE GRANT 500,000 500,000 99 APPROP. TO THE GENERAL PENSION FUND 543,000 - 100 TRANSFER TO CONTINGENCY RESERVE 300,000 - 101 TRANSFER TO PARKLAND RESERVE 25,000 - 102 TRANSFER TO VERIZON RESERVE - 50,000 103 TRANSFER TO INVENTORY WRITE-OFFS - 10,000 104 TRANSFERS SUBTOTAL 4,379,000 3,755,400 105 TOTAL EXPENDITURES 40,179,600 41,201,300 106 CURRENT YEAR BALANCE 3,977,500 4,103,300 107 TOTALS $ 44,157,100 $ 45,304,600 108 The City Manager is hereby authorized, without further approval of the City Council, to make 109 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 110 department with the exception of any transfers prohibited by City Procedure #F306. 111 ADOPTED: * 2

FINAL READING 112 2015-2016 BUDGET ORDINANCES - CONTINUED 113 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 114 The amount hereinafter named aggregating Two Million Eight Hundred Five Thousand Five Hundred dollars 115 ($2,805,500) or so much thereof as may be necessary are hereby appropriated from current revenues and other 116 funds for the use by several departments of the Municipal Government for the fiscal year beginning July 1, 2015 117 and ending June 30, 2016: 118 GOVERNMENTAL CAPITAL PROJECTS FUND 119 REVENUES AND BUDGET FOR 2015-2016 120 REVENUES 121 2014/15 2015/16 122 REVISED BUDGET 123 BEGINNING BALANCE - PROJECTS $ 2,654,600 $ 154,800 124 REVENUES 125 STATE GRANTS - Other 208,000 - 126 PROPOSED BOND/BANK PROCEEDS - Street 2,675,000 - 127 LEASE PURCHASE OF FIRE AND POLICE EQUIPT 918,300 - 128 INCOME FROM SALE OF ASSETS - 20,300 129 INTEREST EARNINGS - 5,000 130 TRANSFER FROM GENERAL FUND 2,196,000 2,625,400 131 TRANSFER FROM PARKLAND RESERVE 104,000 - 132 SUBTOTAL PROJECT RECEIPTS 6,101,300 2,650,700 133 TOTAL FUNDING SOURCES 6,101,300 2,650,700 134 TOTAL BEGINNING BALANCE AND REVENUES $ 8,755,900 $ 2,805,500 135 EXPENSE SUMMARY 136 2014/15 2015/16 137 EXPENDITURES REVISED BUDGET 138 FIRE $ 827,300 $ 145,600 139 GROUNDS MAINTENANCE 86,700 201,100 140 RECREATION 284,400 - 141 LIFE SAFETY - 55,700 142 POLICE 601,700 262,100 143 STREETS 470,300 1,428,500 144 STREETS - GARRISON FARM INFRASTRUCTURE 5,447,600 - 145 SANITATION 256,500 449,000 146 CITY MANAGER - 24,700 147 PROCUREMENT & INVENTORY 55,000 - 148 FLEET MAINTENANCE - 84,000 149 DEPARTMENT SUBTOTAL 8,029,500 2,650,700 150 TRANSFERS & MISCELLANEOUS EXPENSES 151 BOND/LOAN ISSUANCE COST 61,100 - 152 TRANSFER TO PARKLAND RESERVE 180,000 - 153 TRANSFER TO CAPITAL ASSET RESERVE 330,500 - 154 TRANSFERS & MISCELLANEOUS SUBTOTAL 571,600 - 155 TOTAL EXPENDITURES 8,601,100 2,650,700 156 BUDGET BALANCE 154,800 154,800 157 TOTAL BUDGET BALANCE & EXPENDITURES $ 8,755,900 $ 2,805,500 158 The City Manager is hereby authorized, without further approval of the City Council, to make 159 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 160 department with the exception of any transfers prohibited by City Procedure #F306. 161 ADOPTED: * 3

FINAL READING 162 2015-2016 BUDGET ORDINANCES - CONTINUED 163 GENERAL FUND CONTINGENCY 164 CASH RECEIPTS/REVENUES AND BUDGET FOR 2015-2016 165 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 166 The amount hereinafter named aggregating Seven Hundred Twenty Thousand Three Hundred 167 dollars ($720,300) or so much thereof as may be necessary are hereby appropriated from current 168 revenues and other funds for the use by several departments of the Municipal Government for the 169 fiscal year beginning July 1, 2015 and ending June 30, 2016: 170 CASH RECEIPTS 171 2014/15 2015/16 172 REVISED BUDGET 173 BEGINNING BALANCE $ 467,300 $ 719,200 174 INTEREST EARNED 1,900 1,100 175 TRANSFER FROM GENERAL FUND 300,000 - 176 TOTALS $ 769,200 $ 720,300 177 EXPENSE SUMMARY 178 2014/15 2015/16 179 REVISED BUDGET 180 TRANSFER TO OPERATING ACCOUNT $ 50,000 $ - 181 182 CARRY FORWARD TO NEXT YEAR 719,200 720,300 183 TOTALS $ 769,200 $ 720,300 184 The City Manager is hereby authorized, without further approval of the City Council, to make 185 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 186 department with the exception of any transfers prohibited by City Procedure #F306. 187 ADOPTED: * 4

FINAL READING 188 2015-2016 BUDGET ORDINANCES - CONTINUED 189 GENERAL CAPITAL ASSET RESERVE 190 CASH RECEIPTS/REVENUES AND BUDGET FOR 2015-2016 191 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 192 The amount hereinafter named aggregating Nine Hundred Sixteen Thousand Five Hundred ($916,500) or 193 so much thereof as may be necessary are hereby appropriated from current revenues and 194 other funds for the use by several departments of the Municipal Government for the fiscal year 195 beginning July 1, 2015 and ending June 30, 2016: 196 CASH RECEIPTS 197 2014/15 2015/16 198 REVISED BUDGET 199 BEGINNING BALANCE $ 521,000 $ 914,000 200 RECEIPTS 201 INTEREST EARNINGS 2,500 2,500 202 TRANSFER FROM GENERAL FUND CAPITAL PROJECT FUND 330,500 - 203 TRANSFER FROM GENERAL FUND 60,000 - 204 TOTAL RECEIPTS 393,000 2,500 205 TOTALS $ 914,000 $ 916,500 206 EXPENSE SUMMARY 207 2014/15 2015/16 208 REVISED BUDGET 209 CARRY FORWARD TO NEXT YEAR $ 914,000 $ 916,500 210 TOTALS $ 914,000 $ 916,500 211 The City Manager is hereby authorized, without further approval of the City Council, to make 212 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 213 department with the exception of any transfers prohibited by City Procedure #F306. 214 ADOPTED: * 5

FINAL READING 215 2015-2016 BUDGET ORDINANCES - CONTINUED 216 PARKLAND/RECREATION RESERVE 217 CASH RECEIPTS/REVENUES AND BUDGET FOR 2015-2016 218 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 219 The amount hereinafter named aggregating Two Hundred Ninety Six Thousand Seven Hundred Dollars 220 ($296,700) or so much thereof as may be necessary are hereby appropriated from current revenues 221 and other funds for the use by several departments of the Municipal Government for the fiscal 222 year beginning July 1, 2015 and ending June 30, 2016: 223 OPERATING REVENUES 224 2014/15 2015/16 225 REVISED BUDGET 226 PRIOR YEAR BALANCE $ 218,700 $ 295,700 227 GENERAL FUND APPROPRIATION 180,000 - 228 INTEREST INCOME 1,000 1,000 229 TOTALS $ 399,700 $ 296,700 230 OPERATING EXPENSES 231 2014/15 2015/16 232 REVISED BUDGET 233 TRANSFER TO GENERAL CAPITAL PROJECT FUND $ 104,000 $ - 234 CURRENT YEAR BALANCE 295,700 296,700 235 TOTALS $ 399,700 $ 296,700 236 The City Manager is hereby authorized, without further approval of the City Council, to make 237 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 238 department with the exception of any transfers prohibited by City Procedure #F306. 239 ADOPTED: * 6

FINAL READING 240 2015-2016 BUDGET ORDINANCES - CONTINUED 241 WATER/WASTEWATER FUND 242 REVENUES AND BUDGET FOR 2015-2016 243 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 244 The amount hereinafter named aggregating Sixteen Million Eight Hundred Eighty Two Thousand Seven Hundred 245 dollars ($16,882,700) or so much thereof as may be necessary are hereby appropriated from current 246 revenues and other funds for the use by several departments of the Municipal Government for the 247 fiscal year beginning July 1, 2015 and ending June 30, 2016: 248 2014/15 2015/16 249 REVISED BUDGET 250 BEGINNING BALANCE - WATER $ 783,500 $ 861,600 251 BEGINNING BALANCE - WASTEWATER 19,900 293,400 252 TOTAL BEGINNING BALANCES 803,400 1,155,000 253 BASE REVENUE 254 WATER SERVICES 4,616,400 6,200,000 255 WASTEWATER SERVICES 3,706,800 3,728,000 256 WASTEWATER TREATMENT SERVICES 2,902,600 3,026,500 257 GROUNDWATER INFLOW ADJUSTMENT 1,862,500 1,864,300 258 WATER TANK SPACE LEASING 331,900 341,900 259 SEWER IMPACT FEES 416,700 250,000 260 WATER IMPACT FEES 462,400 250,000 261 INTEREST - WATER 9,000 1,000 262 INTEREST - WASTEWATER 14,000 2,000 263 MISCELLANEOUS SERVICE FEE 64,000 64,000 264 TOTAL REVENUES 14,386,300 15,727,700 265 TOTAL BEGINNING BALANCES AND REVENUES $ 15,189,700 $ 16,882,700 7

FINAL READING 266 2015-2016 BUDGET ORDINANCES - CONTINUED 267 WATER/WASTEWATER FUND - EXPENSES AND BUDGET BALANCE FOR 2015-2016 268 2014/15 2015/16 269 DIRECT EXPENSES REVISED BUDGET 270 ENGINEERING & INSPECTION $ 502,400 $ 517,500 271 WATER CONSTRUCTION 253,300 - 272 WATER DEPARTMENT 488,600 673,300 273 WATER TREATMENT PLANT 1,582,200 1,910,000 274 WASTEWATER DEPARTMENT 975,400 968,600 275 DIRECT EXPENDITURE SUBTOTAL 3,801,900 4,069,400 276 OTHER EXPENSES 277 DEBT SERVICE - WATER 560,100 545,200 278 DEBT SERVICE - WASTEWATER 591,900 586,900 279 RETIREES HEALTH CARE 200,000 178,600 280 OTHER EMPLOYMENT EXPENSES 5,500 20,000 281 KENT COUNTY TREATMENT CHARGE 4,004,200 4,130,000 282 INTRAFUND SERVICE FEES 1,371,100 1,492,700 283 BANK & CREDIT CARD FEES - 46,200 284 OTHER EXPENSES SUBTOTAL 6,732,800 6,999,600 285 TRANSFER TO: 286 GENERAL FUND FROM WATER 250,000 550,000 287 GENERAL FUND FROM WASTEWATER 250,000 300,000 288 WATER IMP AND EXT 1,200,000 1,800,000 289 WASTEWATER IMP AND EXT 1,800,000 1,500,000 290 CONTINGENCY RESERVE WATER - 32,000 291 TRANSFER TO SUBTOTAL 3,500,000 4,182,000 292 TOTAL EXPENSES 14,034,700 15,251,000 293 BUDGET BALANCES 294 BUDGET BALANCE WATER 861,600 1,048,600 295 BUDGET BALANCE WASTEWATER 293,400 583,100 296 BUDGET BALANCE SUBTOTALS 1,155,000 1,631,700 297 TOTAL CURRENT YEAR BALANCES AND EXPENSES $ 15,189,700 $ 16,882,700 298 The City Manager is hereby authorized, without further approval of the City Council, to make 299 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 300 department with the exception of any transfers prohibited by City Procedure #F306. 301 ADOPTED: * 8

FINAL READING 302 2015-2016 BUDGET ORDINANCES - CONTINUED 303 WATER/WASTEWATER IMPROVEMENT & EXTENSION FUND 304 CASH RECEIPTS/REVENUES AND BUDGET FOR 2015-2016 305 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 306 The amount hereinafter named aggregating Five Million Three Hundred Seventy Nine Thousand Four Hundred 307 dollars ($5,379,400) or so much thereof as may be necessary are hereby appropriated from current revenues 308 and other funds for the use by several departments of the Municipal Government for the fiscal year beginning 309 July 1, 2015 and ending June 30, 2016: 310 CASH RECEIPTS 311 2014/15 2015/16 312 REVISED BUDGET 313 BEGINNING BALANCE - WATER $ 7,178,100 $ 833,500 314 BEGINNING BALANCE - WASTEWATER 5,677,600 1,055,900 315 TOTAL BEGINNING BALANCES 12,855,700 1,889,400 316 REVENUES 317 TRANS FR OPERATING FUND - WATER 1,200,000 1,800,000 318 TRANS FR OPERATING FUND - WASTEWATER 1,800,000 1,500,000 319 TRANSFER FR WASTEWATER IMPACT FEE 1,315,600 165,000 320 INTEREST INCOME 40,000 25,000 321 TOTAL REVENUES 4,355,600 3,490,000 322 TOTAL BEGINNING BALANCES & REVENUES $ 17,211,300 $ 5,379,400 323 EXPENSE SUMMARY 324 2014/15 2015/16 325 EXPENSES REVISED BUDGET 326 WATER $ 7,526,500 $ 2,028,600 327 WASTEWATER 7,785,600 1,822,100 328 WATER TREATMENT PLANT 38,100 - 329 TOTAL EXPENSES 15,350,200 3,850,700 330 BUDGET BALANCE - WATER 833,500 617,400 331 BUDGET BALANCE - WASTEWATER 1,027,600 911,300 332 CURRENT YEAR BALANCE SUBTOTALS 1,861,100 1,528,700 333 TOTAL BUDGET BALANCES & EXPENSES $ 17,211,300 $ 5,379,400 334 The City Manager is hereby authorized, without further approval of the City Council, to make 335 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 336 department with the exception of any transfers prohibited by City Procedure #F306. 337 ADOPTED: * 9

FINAL READING 338 2015-2016 BUDGET ORDINANCES - CONTINUED 339 WATER/WASTEWATER CAPITAL ASSET RESERVE 340 CASH RECEIPTS/REVENUES AND BUDGET FOR 2015-2016 341 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 342 The amount hereinafter named aggregating One Million Thirty Three Thousand Seven Hundred Dollars 343 ($1,033,700) or so much thereof as may be necessary are hereby appropriated from current 344 revenues and other funds for the use by several departments of the Municipal Government for 345 the fiscal year beginning July 1, 2015 and ending June 30, 2016: 346 CASH RECEIPTS 347 2014/15 2015/16 348 REVISED BUDGET 349 BEGINNING BALANCE - WATER $ 508,400 $ 514,600 350 BEGINNING BALANCE - WASTEWATER 507,300 511,300 351 TOTAL BEGINNING BALANCES 1,015,700 1,025,900 352 RECEIPTS 353 INTEREST EARNINGS - WATER 900 3,900 354 INTEREST EARNINGS - WASTEWATER 900 3,900 355 2013 BONDS UNUSED COST OF ISSUANCE FUNDS WATER 5,300 - 356 2013 BONDS UNUSED COST OF ISSUANCE FUNDS WASTEWATER 3,100 - 357 TOTAL RECEIPTS 10,200 7,800 358 TOTALS $ 1,025,900 $ 1,033,700 359 EXPENSE SUMMARY 360 2014/15 2015/16 361 REVISED BUDGET 362 CURRENT YEAR BALANCE - WATER $ 514,600 $ 518,500 363 CURRENT YEAR BALANCE - WASTEWATER 511,300 515,200 364 CURRENT YEAR BALANCE SUBTOTALS 1,025,900 1,033,700 365 TOTALS $ 1,025,900 $ 1,033,700 366 The City Manager is hereby authorized, without further approval of the City Council, to make 367 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 368 department with the exception of any transfers prohibited by City Procedure #F306. 369 ADOPTED: * 10

FINAL READING 370 2015-2016 BUDGET ORDINANCES - CONTINUED 371 WATER/WASTEWATER IMPACT FEE RESERVE 372 CASH RECEIPTS/REVENUES AND BUDGET FOR 2015-2016 373 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 374 The amount hereinafter named aggregating One Million Six Hundred Seventy Six Thousand Five Hundred Dollars 375 ($1,676,500) or so much thereof as may be necessary are hereby appropriated from current 376 revenues and other funds for the use by several departments of the Municipal Government for 377 the fiscal year beginning July 1, 2015 and ending June 30, 2016: 378 CASH RECEIPTS 379 2014/15 2015/16 380 REVISED BUDGET 381 BEGINNING BALANCE - WATER $ 200,200 $ 200,500 382 BEGINNING BALANCE - WASTEWATER 2,776,400 1,463,400 383 TOTAL BEGINNING BALANCES 2,976,600 1,663,900 384 RECEIPTS 385 INTEREST EARNINGS - WATER 300 1,500 386 INTEREST EARNINGS - WASTEWATER 2,600 11,100 387 TOTAL RECEIPTS 2,900 12,600 388 TOTALS $ 2,979,500 $ 1,676,500 389 EXPENSE SUMMARY 390 2014/15 2015/16 391 REVISED BUDGET 392 TRANSFER TO I & E FUND FROM WASTEWATER IMPACT FEES $ 1,315,600 $ 165,000 392 CURRENT YEAR BALANCE - WATER 200,500 202,000 393 CURRENT YEAR BALANCE - WASTEWATER 1,463,400 1,309,500 394 CURRENT YEAR BALANCE SUBTOTALS 1,663,900 1,511,500 395 TOTALS $ 2,979,500 $ 1,676,500 396 The City Manager is hereby authorized, without further approval of the City Council, to make 397 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 398 department with the exception of any transfers prohibited by City Procedure #F306. 399 ADOPTED: * 11

FINAL READING 400 2015-2016 BUDGET ORDINANCES - CONTINUED 401 WATER/WASTEWATER CONTINGENCY RESERVE 402 CASH RECEIPTS/REVENUES AND BUDGET FOR 2015-2016 403 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 404 The amount hereinafter named aggregating Three Hundred Twenty Eight Thousand Eight Hundred dollars 405 ($328,800) or so much thereof as may be necessary are hereby appropriated from current revenues 406 and other funds for the use by several departments of the Municipal Government for the fiscal year 407 beginning July 1, 2015 and ending June 30, 2016: 408 CASH RECEIPTS 409 2014/15 2015/16 410 REVISED BUDGET 411 BEGINNING BALANCE - WATER $ 104,700 $ 104,900 412 BEGINNING BALANCE - WASTEWATER 189,400 189,700 413 TOTAL BEGINNING BALANCES 294,100 294,600 414 RECEIPTS 415 INTEREST EARNINGS 500 2,200 416 TRANSFER FROM OPERATING ACCOUNT TO WATER - 32,000 417 TOTAL RECEIPTS 500 34,200 418 TOTALS $ 294,600 $ 328,800 419 BUDGET SUMMARY 420 2014/15 2015/16 421 REVISED BUDGET 422 CURRENT YEAR BALANCE - WATER 104,900 137,700 423 CURRENT YEAR BALANCE - WASTEWATER 189,700 191,100 424 CURRENT YEAR BALANCE SUBTOTALS 294,600 328,800 425 TOTAL EXPENSES AND CURRENT YEAR BALANCES $ 294,600 $ 328,800 426 The City Manager is hereby authorized, without further approval of the City Council, to make 427 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 428 department with the exception of any transfers prohibited by City Procedure #F306. 429 ADOPTED: * 12

FINAL READING 430 2015-2016 BUDGET ORDINANCES - CONTINUED 431 ELECTRIC REVENUE FUND 432 REVENUES AND BUDGET FOR 2015-2016 433 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 434 The amount hereinafter named aggregating Eighty Nine Million Seven Hundred Thirteen Thousand Six Hundred 435 dollars ($89,713,600) or so much thereof as may be necessary are hereby 436 appropriated from current revenues and other funds for the use by several departments of the 437 Municipal Government for the fiscal year beginning July 1, 2015 and ending June 30, 2016: 438 2014/15 2015/16 439 REVISED BUDGET 440 BEGINNING BALANCE $ 6,602,900 $ 6,177,600 441 BASE REVENUE 442 DIRECT SALES TO CUSTOMER 76,543,700 78,279,200 443 UTILITY TAX 1,258,300 1,281,100 444 MISCELLANEOUS REVENUE 624,000 597,200 445 RENT REVENUE 200,000 202,600 446 GREEN ENERGY 128,000 128,000 447 INTEREST EARNINGS 12,000 47,900 448 TRANSFER FROM RATE STABILIZATION 3,000,000 3,000,000 449 TOTAL REVENUES 81,766,000 83,536,000 450 TOTAL BEGINNING BALANCE & REVENUES 88,368,900 89,713,600 13

FINAL READING 451 ELECTRIC REVENUE FUND - CONTINUED 452 EXPENSES AND BUDGET BALANCE FOR 2015-2016 453 2014/15 2015/16 454 EXPENSES REVISED BUDGET 455 POWER SUPPLY $ 26,035,900 $ 23,402,600 456 SOLAR ENERGY 2,002,700 2,313,900 457 SOLAR RENEWAL ENERGY CREDITS 375,500 363,400 458 POWER SUPPLY MANAGEMENT 996,000 996,000 459 REC'S (Renewable Energy Credits) 555,400 673,400 460 RGGI (Regional Greenhouse Gas Init.) - 175,000 461 PJM CHARGES - ENERGY 10,076,200 7,966,100 462 PJM CHARGES - TRANSMISSION & FEES 4,480,800 7,932,500 463 CAPACITY CHARGES 9,744,100 10,225,100 464 SUB-TOTAL POWER SUPPLY 54,266,600 54,048,000 465 PLANT OPERATIONS 6,141,100 6,434,600 466 GENERATIONS FUELS 1,873,400 1,167,300 467 PJM SPOT MARKET ENERGY (2,834,600) (1,708,300) 468 PJM CREDITS (663,700) (360,000) 469 CAPACITY CREDITS (8,742,100) (10,472,100) 470 GENERATION SUBTOTAL (4,225,900) (4,938,500) 471 POWER SUPPLY & GENERATION SUBTOTAL 50,040,700 49,109,500 472 DIRECT EXPENDITURES 473 TRANSMISSION/DISTRIBUTION 3,954,900 4,068,600 474 ELECTRICAL ENGINEERING 1,379,300 1,335,800 475 ADMINISTRATION 632,400 839,300 476 METER READING 357,200 360,500 477 SYSTEMS OPERATIONS 696,500 679,800 478 DIRECT EXPENDITURE SUBTOTALS 7,020,300 7,284,000 479 OTHER EXPENSES: 480 UTILITY TAX 1,258,300 1,281,100 481 ALLOW FOR UNCOLLECTIBLES 200,000 200,000 482 CONTRACTUAL SERVICES - RFP'S 246,800 - 483 RETIREES HEALTH CARE 513,300 537,800 484 OTHER EMPLOYMENT EXPENSES 24,000 72,000 485 OPEB UNFUNDED LIABILITY 1,009,800 1,030,000 486 GREEN ENERGY PAYMENT TO DEMEC 128,000 128,000 487 INTRAFUND SERVICE FEES 3,588,200 3,738,500 488 INTEREST ON DEPOSITS 20,000 20,500 489 BANK & CREDIT CARD FEES - 242,300 490 DEBT SERVICE 3,391,900 3,402,000 491 OTHER EXPENSES SUBTOTAL 10,380,300 10,652,200 492 TRANSFER TO: 493 IMPROVEMENT & EXTENSION 4,750,000 3,500,000 494 GENERAL FUND 10,000,000 10,000,000 495 TRANSFER INSURANCE RESERVE - 10,000 496 TRANSFER CONTINGENCY RESERVE - 13,000 497 TRANSFER TO SUBTOTAL 14,750,000 13,523,000 498 TOTAL EXPENSES 82,191,300 80,568,700 499 BUDGET BALANCE - WORKING CAPITAL 6,177,600 9,144,900 500 TOTALS $ 88,368,900 $ 89,713,600 501 The City Manager is hereby authorized, without further approval of the City Council, to make 502 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 503 department with the exception of any transfers prohibited by City Procedure #F306. 504 ADOPTED: * 14

FINAL READING 505 2015-2016 BUDGET ORDINANCES - CONTINUED 506 ELECTRIC UTILITY IMPROVEMENT AND EXTENSION FUND 507 CASH RECEIPTS/REVENUES AND BUDGET FOR 2015-2016 508 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 509 The amount hereinafter named aggregating Nine Million Fifty Thousand Three Hundred 510 dollars ($9,050,300) or so much thereof as may be necessary are hereby appropriated from current 511 revenues and other funds for the use by several departments of the Municipal Government for the 512 fiscal year beginning July 1, 2015 and ending June 30, 2016: 513 REVENUES 514 2014/15 2015/16 515 REVISED BUDGET 516 BEGINNING BALANCE $ 5,942,500 $ 3,623,600 517 REVENUES 518 TRANSFER FROM ELECTRIC 4,750,000 3,500,000 519 GENERAL SERVICE BILLING 250,000 1,900,000 520 INTEREST EARNINGS 24,800 26,700 521 TOTAL REVENUES 5,024,800 5,426,700 522 TOTALS $ 10,967,300 $ 9,050,300 523 EXPENSE SUMMARY 524 2014/15 2015/16 525 EXPENSES REVISED BUDGET 526 ELECTRIC GENERATION $ 2,739,300 $ 1,655,000 527 TRANSMISSION AND DISTRIBUTION 1,854,200 2,887,600 528 ELECTRICAL ENGINEERING 2,750,200 1,724,300 529 TOTAL EXPENSES 7,343,700 6,266,900 530 BUDGET BALANCE 3,623,600 2,783,400 531 TOTAL BUDGET BALANCE & EXPENSES $ 10,967,300 $ 9,050,300 532 The City Manager is hereby authorized, without further approval of the City Council, to make 533 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 534 department with the exception of any transfers prohibited by City Procedure #F306. 535 ADOPTED: * 15

FINAL READING 536 2015-2016 BUDGET ORDINANCES - CONTINUED 537 ELECTRIC UTILITY CONTINGENCY RESERVE 538 CASH RECEIPTS/REVENUES AND BUDGET FOR 2015-2016 539 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 540 The amount hereinafter named aggregating Eight Hundred Fourty Four Thousand Six Hundred dollars 541 ($844,600) or so much thereof as may be necessary are hereby appropriated from current revenues 542 and other funds for the use by several departments of the Municipal Government for the fiscal year 543 beginning July 1, 2015 and ending June 30, 2016: 544 CASH RECEIPTS 545 2014/15 2015/16 546 REVISED BUDGET 547 BEGINNING BALANCE $ 819,100 $ 825,300 548 RECEIPTS 549 INTEREST EARNINGS 6,200 6,300 550 TRANSFER FROM ELECTRIC FUND - 13,000 551 TOTAL RECEIPTS 6,200 19,300 552 TOTALS $ 825,300 $ 844,600 553 EXPENSE SUMMARY 554 2014/15 2015/16 555 REVISED BUDGET 555 CURRENT YEAR BALANCE 825,300 844,600 556 TOTALS $ 825,300 $ 844,600 557 The City Manager is hereby authorized, without further approval of the City Council, to make 558 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 559 department with the exception of any transfers prohibited by City Procedure #F306. 560 ADOPTED: * 16

FINAL READING 561 2015-2016 BUDGET ORDINANCES - CONTINUED 562 ELECTRIC UTILITY DEPRECIATION RESERVE 563 SOURCES AND USE OF FUNDS FOR 2015-2016 564 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 565 The amount hereinafter named aggregating Ten Million Sixty Six Thousand 566 Four Hundred dollars ($10,066,400) or so much thereof as may be necessary are hereby 567 appropriated from current revenues and other funds for the use by several departments of the 568 Municipal Government for the fiscal year beginning July 1, 2015 and ending June 30, 2016: 569 CASH RECEIPTS 570 2014/15 2015/16 571 REVISED BUDGET 572 BEGINNING BALANCE $ 9,915,100 $ 9,990,500 573 INTEREST EARNINGS 75,400 75,900 574 TOTALS $ 9,990,500 $ 10,066,400 575 BUDGET SUMMARY 576 2014/15 2015/16 577 REVISED BUDGET 578 CURRENT YEAR BALANCE 9,990,500 10,066,400 579 TOTALS $ 9,990,500 $ 10,066,400 580 The City Manager is hereby authorized, without further approval of the City Council, to make 581 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 582 department with the exception of any transfers prohibited by City Procedure #F306. 583 ADOPTED: * 17

FINAL READING 584 2015-2016 BUDGET ORDINANCES - CONTINUED 585 ELECTRIC UTILITY FUTURE CAPACITY RESERVE 586 SOURCES AND USE OF FUNDS FOR 2015-2016 587 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 588 The amount hereinafter named aggregating Ten Million Two Hundred Eighteen Thousand 589 dollars ($10,218,000) or so much thereof as may be necessary are hereby appropriated from current revenues 590 and other funds for the use by several departments of the Municipal Government for the fiscal year 591 beginning July 1, 2015 and ending June 30, 2016: 592 CASH RECEIPTS 593 2014/15 2015/16 594 REVISED BUDGET 595 BEGINNING BALANCE $ 10,064,400 $ 10,140,900 596 INTEREST EARNINGS 76,500 77,100 597 TOTALS $ 10,140,900 $ 10,218,000 598 BUDGET SUMMARY 599 2014/15 2015/16 600 REVISED BUDGET 601 CURRENT YEAR BALANCE 10,140,900 10,218,000 602 TOTALS $ 10,140,900 $ 10,218,000 603 The City Manager is hereby authorized, without further approval of the City Council, to make 604 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 605 department with the exception of any transfers prohibited by City Procedure #F306. 606 ADOPTED: * 18

FINAL READING 607 2015-2016 BUDGET ORDINANCES - CONTINUED 608 ELECTRIC UTILITY INSURANCE STABLIZATION RESERVE 609 SOURCES AND USE OF FUNDS FOR 2015-2016 610 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 611 The amount hereinafter named aggregating Seven Hundred Fifty Eight Thousand Seven Hundred dollars 612 ($758,700) or so much thereof as may be necessary are hereby appropriated from current revenues 613 and other funds for the use by several departments of the Municipal Government for the fiscal year 614 beginning July 1, 2015 and ending June 30, 2016: 615 CASH RECEIPTS 616 2014/15 2015/16 617 REVISED BUDGET 618 BEGINNING BALANCE $ 737,500 $ 743,100 619 INTEREST EARNINGS 5,600 5,600 620 TRANSFER FROM ELECTRIC FUND - 10,000 621 TOTALS $ 743,100 $ 758,700 622 BUDGET SUMMARY 623 2014/15 2015/16 624 REVISED BUDGET 625 CURRENT YEAR BALANCE 743,100 758,700 626 TOTALS $ 743,100 $ 758,700 627 The City Manager is hereby authorized, without further approval of the City Council, to make 628 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 629 department with the exception of any transfers prohibited by City Procedure #F306. 630 ADOPTED: * 19

FINAL READING 631 2015-2016 BUDGET ORDINANCES - CONTINUED 632 ELECTRIC UTILITY RATE STABLIZATION RESERVE 633 SOURCES AND USE OF FUNDS FOR 2015-2016 634 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 635 The amount hereinafter named aggregating Eight Million Five Hundred Fifty Six Thousand Four Hundred 636 dollars ($8,556,400) or so much thereof as may be necessary are hereby appropriated from current 637 revenues and other funds for the use by several departments of the Municipal Government for 638 the fiscal year beginning July 1, 2015 and ending June 30, 2016: 639 CASH RECEIPTS 640 2014/15 2015/16 641 REVISED BUDGET 642 BEGINNING BALANCE $ 10,465,800 $ 7,545,300 643 INTEREST EARNINGS 79,500 57,300 644 TOTALS $ 10,545,300 $ 7,602,600 645 BUDGET SUMMARY 646 2014/15 2015/16 647 REVISED BUDGET 648 TRANSFER TO ELECTRIC FUND $ 3,000,000 $ 3,000,000 649 CURRENT YEAR BALANCE 7,545,300 4,602,600 650 TOTALS $ 10,545,300 $ 7,602,600 651 The City Manager is hereby authorized, without further approval of the City Council, to make 652 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 653 department with the exception of any transfers prohibited by City Procedure #F306. 654 ADOPTED: * 20

FINAL READING 2015-2016 BUDGET ORDINANCES - CONTINUED 655 MUNICIPAL STREET AID FUND 656 CASH RECEIPTS/REVENUES AND BUDGET FOR 2015-2016 657 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 658 The amount hereinafter named aggregating Five Hundred Sixty Four Thousand Three Hundred 659 dollars ($564,300) or so much thereof as may be necessary are hereby appropriated from current 660 revenues and other funds for the use by several departments of the Municipal Government for the 661 fiscal year beginning July 1, 2015 and ending June 30, 2016: 662 CASH RECEIPTS 663 2014/15 2015/16 664 REVISED BUDGET 665 BEGINNING BALANCE $ 100 $ 100 666 STATE GRANT 664,200 564,200 667 TOTALS 664,300 564,300 668 BUDGET SUMMARY 669 2014/15 2015/16 670 REVISED BUDGET 671 TRANSFER TO GENERAL FUND 664,200 564,200 672 CURRENT YEAR BALANCE 100 100 673 TOTALS $ 664,300 $ 564,300 674 The City Manager is hereby authorized, without further approval of the City Council, to make 675 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 676 department with the exception of any transfers prohibited by City Procedure #F306. 677 ADOPTED: * 21

FINAL READING 678 2015-2016 BUDGET ORDINANCES - CONTINUED 679 WORKERS COMPENSATION FUND 680 CASH RECEIPTS/REVENUES AND BUDGET FOR 2015-2016 681 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 682 The amount hereinafter named aggregating One Million Seven Hundred Five Thousand Seven Hundred 683 dollars ($1,705,700) or so much thereof as may be necessary are hereby appropriated from current revenues 684 and other funds for the use by several departments of the Municipal Government for the fiscal year 685 beginning July 1, 2015 and ending June 30, 2016: 686 OPERATING REVENUES 687 2014/15 2015/16 688 REVISED BUDGET 689 BEGINNING BALANCE $ 1,156,700 $ 1,052,600 690 INTEREST INCOME 10,600 10,600 691 PREMIUM FROM CITY 490,500 642,500 692 TOTALS $ 1,657,800 $ 1,705,700 693 OPERATING EXPENSES 694 2014/15 2015/16 695 REVISED BUDGET 696 PROGRAM EXPENSES/SUPPLIES - CLAIMS $ 450,000 $ 475,000 697 INSURANCE 92,600 103,900 698 BANK FEES 600 1,300 699 STATE OF DEL - SELF INSURANCE TAX 37,000 37,000 700 CONTRACTUAL SERVICES 25,000 25,000 701 TOTAL EXPENSES 605,200 642,200 702 CURRENT YEAR BALANCE 1,052,600 1,063,500 703 TOTALS $ 1,657,800 $ 1,705,700 704 The City Manager is hereby authorized, without further approval of the City Council, to make 705 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 706 department with the exception of any transfers prohibited by City Procedure #F306. 707 ADOPTED: * 22

FINAL READING 708 2015-2016 BUDGET ORDINANCES - CONTINUED 709 COMMUNITY TRANSPORTATION IMPROVEMENT FUND 710 CASH RECEIPTS/REVENUES AND BUDGET FOR 2015-2016 711 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 712 The amount hereinafter named aggregating Six Hundred Fourty Four Thousand Five Hundred 713 dollars ($644,500) or so much thereof as may be necessary are hereby appropriated from current revenues 714 and other funds for the use by several departments of the Municipal Government for the fiscal year 715 beginning July 1, 2015 and ending June 30, 2016: 716 OPERATING REVENUES 717 2014/15 2015/16 718 REVISED BUDGET 719 PRIOR YEAR BALANCE $ 143,500 $ 144,000 720 GRANTS REVENUE 1,677,800 500,000 721 INTEREST INCOME 500 500 722 TOTALS $ 1,821,800 $ 644,500 723 OPERATING EXPENSES 724 2014/15 2015/16 725 REVISED BUDGET 726 PROGRAM EXP. GRANT RELATED $ 1,677,800 $ 644,000 727 CURRENT YEAR BALANCE 144,000 500 728 TOTALS $ 1,821,800 $ 644,500 729 The City Manager is hereby authorized, without further approval of the City Council, to make 730 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 731 department with the exception of any transfers prohibited by City Procedure #F306. 732 ADOPTED: * 23

FINAL READING 733 2015-2016 BUDGET ORDINANCES - CONTINUED 734 LIBRARY GRANT FUND 735 CASH RECEIPTS/REVENUES AND BUDGET FOR 2015-2016 736 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 737 The amount hereinafter named aggregating Two Hundred Ninety Eight Thousand Seven Hundred dollars 738 ($298,700) or so much thereof as may be necessary are hereby appropriated from current revenues 739 and other funds for the use by several departments of the Municipal Government for the fiscal year 740 beginning July 1, 2015 and ending June 30, 2016: 741 OPERATING REVENUES 742 2014/15 2015/16 743 REVISED BUDGET 744 PRIOR YEAR BALANCE $ 44,800 $ 17,300 745 STATE GRANT 278,900 278,900 746 FEDERAL GRANT 2,500 2,500 747 TOTALS $ 326,200 $ 298,700 748 OPERATING EXPENSES 749 2014/15 2015/16 750 REVISED BUDGET 751 STATE GRANTS 752 FURNITURE/FIXTURES $ 15,100 $ 3,100 753 OFFICE SUPPLIES 28,000 24,000 754 PRINTING AND DUPLICATING 14,000 13,200 755 PROGRAM EXPENSES/SUPPLIES 29,900 24,100 756 BOOKS 132,600 129,200 757 AUDIO VISUAL SUPPLIES 75,100 75,100 758 POSTAGE 100 100 759 TRAINING/CONF/FOOD/TRAV 3,500 2,000 760 CONTRACTUAL SERVICES 900 900 761 OFF EQP/REPAIRS & MAINT 6,000 6,000 762 OTHER EQUIP - LEASE 1,200 1,200 763 SUBTOTAL EXPENSES STATE GRANTS 306,400 278,900 764 FEDERAL GRANTS 765 PROGRAM EXPENSES/SUPPLIES 2,500 2,500 766 SUBTOTAL EXPENSES FEDERAL GRANTS 2,500 2,500 767 GRAND TOTAL EXPENSES 308,900 281,400 768 CURRENT YEAR BALANCE 17,300 17,300 769 TOTALS $ 326,200 $ 298,700 770 The City Manager is hereby authorized, without further approval of the City Council, to make 771 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 772 department with the exception of any transfers prohibited by City Procedure #F306. 773 ADOPTED: * 24

FINAL READING 774 2015-2016 BUDGET ORDINANCES - CONTINUED 775 POLICE GRANTS FUND 776 CASH RECEIPTS/REVENUES AND BUDGET FOR 2015-2016 777 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 778 The amount hereinafter named aggregating Six Hundred Fifty Two Thousand Three Hundred dollars 779 ($652,300) or so much thereof as may be necessary are hereby appropriated from current revenues 780 and other funds for the use by several departments of the Municipal Government for the fiscal year 781 beginning July 1, 2015 and ending June 30, 2016: 782 OPERATING REVENUES 783 2014/15 2015/16 784 REVISED BUDGET 785 PRIOR YEAR BALANCE $ 172,100 $ 125,000 786 STATE AND FEDERAL GRANTS RECEIVED 436,400 527,300 787 TOTALS 608,500 652,300 788 OPERATING EXPENSES 789 2014/15 2015/16 790 REVISED BUDGET 791 EXPENDITURES 792 PERSONNEL EXPENDITURES 793 CADET PROGRAM SALARIES 16,000 71,400 794 CADET PROGRAM FICA 1,200 5,400 795 CADET PROGRAM W/COMP 700 3,500 796 MATERIALS AND SUPPLIES 797 POLICE EQUIPT & PROG SUPP 222,600 410,600 798 TECHNOLOGY EQUIPMENT 47,800 20,000 799 ADMINISTRATIVE EXPENDITURES 800 CELL PHONE CHARGES 15,000 15,000 801 TRAINING 45,000 17,000 802 AUDIT FEES 1,000 1,000 803 CONTRACTUAL SERVICES 10,200 - 804 TOTAL EXPENDITURES 359,500 543,900 805 OTHER FINANCING USES 806 OPERATING TRANSFERS-OUT 124,000 74,400 807 TOTAL FINANCING USES 124,000 74,400 808 CURRENT YEAR BALANCE 125,000 34,000 809 TOTALS $ 608,500 $ 652,300 810 The above budget represents the combination of all State & Federal Grants. 811 The City Manager is hereby authorized, without further approval of the City Council, to make 812 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 813 department with the exception of any transfers prohibited by City Procedure #F306. 814 ADOPTED: * 25