CCW Packet

CITY OF DOVER, DELAWARE COUNCIL COMMITTEE OF THE WHOLE MEETING Tuesday, September 29, 2026 at 6:00 PM City Hall Council Chambers, 15 Loockerman Plaza, Dover, Delaware AGENDA Public comments are welcomed on any item and will be permitted at the appropriate time. When possible, please notify the City Clerk (302-736-7008 or email at cityclerk@dover.de.us) should you wish to be recognized. VIRTUAL MEETING NOTICE This meeting will be held in City Hall Council Chambers with electronic access via WebEx. Public participation information is as follows: Dial: 1-650-479-3208 Link: https://shorturl.at/Toxaw Event number: 2534 025 9491 Event password: DOVER (if needed) If you are new to WebEx, get the app now at https://www.webex.com/ to be ready when the meeting starts. CALL COUNCIL COMMITTEE OF THE WHOLE MEETING TO ORDER ADOPTION OF AGENDA PRESENTATION 1. Booted and Suited (Bobby Wilson, CEO and Founder) PARKS, RECREATION, AND COMMUNITY ENHANCEMENT COMMITTEE ADOPTION OF THE AGENDA 1. Consideration of Withdrawal and Reallocation of CDBG Funds for People's Community Center Renovation Project (Debbie O'Brien, Community Development Manager) (Staff Recommendation: Approve the withdrawal of the previously approved $40,000 CDBG allocation for the People's Community Center Renovation Project and direct staff to make the funds available through the 2027 Annual Action Plan Process. 1

COUNCIL COMMITTEE OF THE WHOLE MEETING - September 29, 2026 PAGE 2 ADJOURNMENT OF THE PARKS, RECREATION, AND COMMUNITY ENHANCEMENT COMMITTEE MEETING SAFETY ADVISORY AND TRANSPORTATION COMMITTEE ADOPTION OF THE AGENDA 1. Update on Safety Concerns on East Loockerman Street (Jason Lyon, Assistant City Manager) (Staff Recommendation: Approval of the installation of a Do Not Enter/Emergency and Authorized Vehicles Only sign) 2. Loockerman Plaza Pedestrian Improvements Update (Paul Moser, DelDOT, and Jason Lyon, Assistant City Manager) (Committee Action Not Required) ADJOURNMENT OF THE SAFETY ADVISORY AND TRANSPORTATION COMMITTEE MEETING LEGISLATIVE, FINANCE, AND ADMINISTRATION COMMITTEE ADOPTION OF THE AGENDA 1. Get Work Foundation Presentation – Youth Sports and Community Center Feasibility Study Proposal (Danté Daniel, Chief Operating Officer, and Terez Trott, Chief Executive Officer) (Committee Action Not Required) 2. Proposed Resolution No. 2026-12 - Implementing Recommendations of the Independent Investigation and Review Conducted by 21CP Solutions (Councilman Anderson) (Staff Recommendation: Adoption of Proposed Resolution No. 2026-12) 3. Community Riverwalk Assessment Grant (Jason Lyon, Assistant City Manager) (Staff Recommendation: Authorize the City Manager to enter into an agreement with the Downtown Dover Partnership for the allocation of the applicable grant funding) ADJOURNMENT OF THE LEGISLATIVE, FINANCE, AND ADMINISTRATION COMMITTEE MEETING ADJOURNMENT OF THE COUNCIL COMMITTEE OF THE WHOLE THE AGENDA ITEMS AS LISTED MAY NOT BE CONSIDERED IN SEQUENCE. PURSUANT TO 29 DEL. C. §10004(e)(2), THIS AGENDA IS SUBJECT TO CHANGE TO INCLUDE THE ADDITION OR THE DELETION OF ITEMS, INCLUDING EXECUTIVE SESSIONS, WHICH ARISE AT THE TIME OF THE MEETING 2

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Item 1. ACTION FORM PROCEEDING: Council Committee of The Whole (Parks, Recreation, and Community Enhancement) DEPARTMENT OF ORIGIN: Planning, Inspections & Community Development DATE SUBMITTED: 8/20/26 PREPARED BY: Debbie O’Brien, Community Development Manager SUBJECT: Consideration of Withdrawal and Reallocation of CDBG Funds for People's Community Center Renovation Project REFERENCE: N/A RELATED PROJECT: N/A REVIEWED BY: Sharon J. Duca, P.E., ICMA-CM, City Manager EXHIBITS: Exhibit A – Project Timeline EXPENDITURE REQUIRED: There is no impact on the City's CDBG entitlement funding. AMOUNT BUDGETED: $40,000 FUNDING SOURCE (Dept./Page in CIP & Budget): 2025 CDBG Entitlement Grant TIMETABLE: Pending Council approval, staff will take the necessary administrative and contractual actions to discontinue the project, discontinue the environmental review process without submitting the Request for Release of Funds (RROF) to HUD. Staff will follow the amendment procedures established in the City's Citizen Participation Plan. RECOMMENDED ACTION: Staff recommends that City Council withdraw the previously approved $40,000 CDBG allocation for the People's Community Center Renovation Project and direct staff to make the funds available for consideration through the 2027 Annual Action Plan process. BACKGROUND AND ANALYSIS In the 2025–2029 Consolidated Plan and 2025 Annual Action Plan, the City of Dover allocated $40,000 in U.S. Department of Housing and Urban Development (HUD) Community Development Block Grant (CDBG) funds to People's Community Center, with the allocation unanimously approved by City Council through the Consent Agenda on April 28, 2025. The funding was intended to renovate a portion of the homeless shelter to create private and group meeting space for case management and supportive services for individuals experiencing homelessness. During the environmental review process, staff determined that a Phase I Environmental Site Assessment was necessary to evaluate potential environmental contamination in accordance with 24 CFR 58.5(i)(2). Upon completion of the Environmental Review Record (ERR), HUD regulations require publication of a Notice of Intent to Request Release of Funds (NOI/RROF) and an opportunity for public comment before submitting the RROF to HUD, consistent with 24 CFR 58.43 and the City's Citizen Participation Plan (CPP). Comments received during the public comment period prompted additional staff review, which identified several programmatic, procurement, contractual, compliance, and project implementation concerns that call into question the project's feasibility and ability to achieve its intended CDBG objectives. Staff subsequently consulted with HUD and the City Solicitor regarding available options. HUD confirmed that the decision to proceed with or discontinue a CDBG-funded activity is a local decision and that, because the Request for Release of Funds has not been submitted, the City may discontinue the environmental review process if it elects not to proceed. Any reallocation of the funds would be subject to the amendment procedures established in the City's CPP. 27

Item 1. Exhibit A – Project Timeline People's Community Center (PCC) – CDBG Renovation Project Date Event City Council approved the 2025 Annual Action Plan, including a $40,000 4/28/2025 CDBG allocation to PCC for renovations to create private and group meeting space for case management and supportive services. 9/17/2025 Staff initiated the Environmental Review Record (ERR) for the project. 9/24/2025 Sub-recipient agreement was fully executed. Staff notified the sub-recipient of the City's procurement requirements, 10/7/2025 including the requirement to obtain at least 3 price quotations for purchases exceeding $10,000. During the environmental review, staff notified the sub-recipient that a Phase 11/4/2025 I Environmental Site Assessment was necessary due to the age, location, and proposed use of the property. The Phase I Environmental Site Assessment was completed, allowing the 1/27/2026 environmental review process to proceed. PCC submitted an invoice and proof of payment for reimbursement. Although an explanation was provided regarding the solicitation of only two 6/11/2026 contractor quotations, the procurement documentation provided appeared incomplete, and the additional quotation requested by staff was not provided. The first Notice of Intent to Request Release of Funds (NOI/RROF) was 6/12/2026 published with an erroneous public comment date. The corrected Notice of Intent to Request Release of Funds (NOI/RROF) was 6/23/2026 published, initiating the required public comment period In response to issues identified during the public comment period, staff conducted a comprehensive review of the project and supporting 6/23-30/2026 documentation. The review identified concerns regarding project feasibility, prior funding history, procurement documentation, contractual provisions, and the project's ability to achieve its intended CDBG national objective Page 1 of 2 28

Item 1. Exhibit A – Project Timeline People's Community Center (PCC) – CDBG Renovation Project Date Event within a reasonable timeframe. Staff subsequently consulted with HUD and the City Solicitor regarding available options. HUD confirmed that the decision whether to continue or discontinue the project is a local decision and advised that any decision should be based on 6/30/2026 programmatic, contractual, compliance, procurement, and implementation considerations. 6/30/2026 The sub-recipient agreement expired and was not extended. Page 2 of 2 29

Item 1. Update of Safety Concerns on East Loockerman Street City of Dover Safety Advisory and Transportation Committee September 29, 2026 30

Item 1. Summary of January 27, 2026 Discussion • Committee provided direction to achieve a temporary closure. • While the road has temporary closure, perform studies for potential traffic calming implementation • Provide the Committee with a recommendation for long term solution 31

Item 1. Temporary Closure • Temporary closure was installed in July of 2026 • Flyers were distributed to each property owner in the affected area in advance of the closure • Closure was posted on social media 32

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Item 1. Considerations • City staff conducted traffic analysis in mid August • Percentage of enforceable violations decreased 4% during the temporary road closure • 85th percentile speed decreased 4 mph • Fastest speed decreased 6 mph • With closure implemented, a potential 1-2 minute response delay could be anticipated • Staff received concerns from residents on emergency vehicle response time • Staff did not receive any complaints about access to development from property owners during study period 36

Item 1. Recommendations • Install a Do Not Enter / Emergency and Authorized Vehicles Only for eastbound traveling motorists • Would allow emergency vehicles an alternative route to decrease response time • This signage is enforceable under 21 Del. C. § 4107 • Economical and effective solution to the current condition • Would act like an emergency turnaround access on highway 37

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Item 2. Council Committee of the Whole: Loockerman Plaza Sidewalk and Crosswalk Tuesday, September 29, 2026 Presented by Paul Moser, PE 39

1 Project Background Item 2. • Identified gaps in sidewalks and bike lanes, Downtown focusing on creating a connected, low-stress network for cyclists and pedestrians Dover • Focused on reducing vehicular speeds and adding high-visibility crosswalks Pathways • Conducted public workshops and charrettes with residents, businesses, and officials Plan • Developed specific concepts for improving the corridor to enhance walkability and integrate July 2024 infrastructure 40

2 DelDOT Capital Project Objectives Item 2. • Safety – Reduce vehicular travel lane widths – Install high visibility crosswalk with Rectangular Rapid Flashing Beacon (RRFB) – Crossover modifications – Curb extensions time improve safety at intersections RRFB Example • Connectivity – Fill sidewalk gap – Improve bus stops • Streetscape – Median landscaping improvements South side of Loockerman Plaza, looking east 41

3 DelDOT Capital Project Objectives Item 2. 42

4 DelDOT Capital Project Objectives Item 2. Library Crossing • Curb extensions to reduce the pedestrian crossing distance and calm traffic • Extend median to fit sidewalk • New bus stop with in-lane boarding • Rectangular rapid flash 43 beacon (RRFB)

5 DelDOT Capital Project Objectives Item 2. New Loockerman Sidewalks • Median widened to include a new sidewalk and grass buffer • Curb ramps and crosswalks for better crossing of Federal Street • Keeps existing parking spaces 44

6 DelDOT Capital Project Objectives Item 2. Town Hall Crosswalk • New crosswalk added on the far side of the Town Hall intersection • Median extended to fit new sidewalk 45

7 Anticipated Project Schedule Item 2. Summer Meet with 2026 Fall 2026 Stakeholders Preliminary Semi-Final Early 2027 (ongoing) Design Design PS&E Spring Fall 2026 Winter 2026 Public 2026/2027 Survey, Workshop Final Design Data Collection, Concept Development 46

8 Public Workshop Item 2. Have not yet confirmed details: • Placeholder date: November 10th • Location: Any ideas? 47

9 Project Contact Item 2. Paul Moser, PE Paul.Moser@delaware.gov 48

Item 1. YOUTH SPORTS & PERFORMANCE CENTER A responsible first step for Dover City of Dover • September 29, 2026 Prepared by Get Work Foundation Terez Trott, MHRM • Chief Executive Officer Danté Daniel, Ph.D., M.S.W. • Chief Operating Officer Sports • Education • Workforce • Wellness • THE REQUEST: FUND THE INDEPENDENT STUDY Economic Development 49

THE ASK Item 1. The decision before Council is simple UP TO ● Test real community and sports-tourism demand. $50,000 ● Compare sites, scale, capital costs and operating costs. Independent market, ● Measure visitor spending, jobs, municipal revenue and financial-feasibility & public risk. economic-impact study ● Identify state, federal, philanthropic and private funding strategies. Economic Development Fund ● Return to Council with public findings before any major No commitment to construction. commitment. The study can recommend: proceed • modify • phase • relocate • stop Source: Get Work Foundation Business Plan & Feasibility Study Proposal (Aug. 2026), pp. 2–3, 22–25. 50 GET WORK FOUNDATION 2

THE STUDY Item 1. What is a market, financial & economic feasibility study? Independent due diligence that tests whether the project is needed, financially realistic, and beneficial to Dover. MARKET FEASIBILITY FINANCIAL FEASIBILITY ECONOMIC IMPACT Is there enough real Can it operate What value could Dover demand? responsibly? receive? Residents, teams, leagues & Capital costs and operating Visitor trips and hotel room tournaments costs nights Right facility size, site & amenity Revenue model, pricing and Local spending, jobs and mix utilization business activity Competitive position in the Subsidy exposure and Municipal revenue and return region sustainability on investment The study turns a promising idea into an evidence-based decision: proceed, modify, phase, relocate — or stop. It is not a construction commitment. It is the fact-finding step before larger public decisions. 51 Source: GWF Business Plan & Feasibility Study Proposal, pp. 22–23. Study scope includes demand, site, costs, revenues, public risk, visitor spending, jobs and municipal revenue. GET WORK FOUNDATION

COMMUNITY VOICE Item 1. Dover residents have already told us this is worth exploring 609 95.9% 89.7% Community Vision Survey responses Support exploring the Center Likely household use 597 respondents were Delaware residents. 584 of 609 selected Support or Strongly Support. 546 respondents said Likely or Very Likely. What residents said matters most Youth sports & recreation 79.0% The community case begins A safer community 48.9% with residents — not tourism. After-school programming 39.1% Health & wellness 33.3% Workforce development 32.2% Source: Get Work Foundation Community Vision Survey summarized in Business Plan, pp. 6–8. 52 GET WORK FOUNDATION 4

PREVENTION Item 1. Crime data are a warning signal — not a causal claim Kent County juvenile arrests Accountability matters. 651 But punishment alone is not prevention. 460 National Institute of Justice research finds that increasing the severity of punishment does little to deter crime; certainty of being caught is generally more influential. 302 So, the Center should be evaluated as one part of a broader prevention ecosystem: ● after-school structure and safe recreation ● mentoring and leadership development ● conflict-resolution and social-emotional skills ● paid youth employment and apprenticeship pathways 2021 2022 2023 ● academic, career and family support connections Arrests are not a count of unique youth. Sources: GWF Business Plan, p. 4; National Institute of Justice, “Five Things About Deterrence” (2016); CDC Youth Violence Prevention. 53 GET WORK FOUNDATION 5

WHAT PREVENTION LOOKS LIKE Item 1. A building is not the intervention — the programming is 1 2 3 4 5 AFTER-SCHOOL MENTORING SKILLS WORK CONNECTION Paid jobs, internships, Sports, tutoring, safe Consistent prosocial Leadership, conflict Schools, health, family apprenticeships, social time adult relationships resolution, SEL & service partners training CDC and OJJDP identify mentoring, after-school programming, skills development, safe spaces and employment pathways among evidence-supported approaches that can reduce risk and strengthen youth outcomes. Sources: CDC Community/Youth Violence Prevention resources; OJJDP Mentoring; OJJDP evaluation of One Summer Chicago Plus. 54 GET WORK FOUNDATION 6

FACILITY CONCEPT Item 1. A year-round facility built for both residents and events COURT SPORTS INDOOR TURF TRAINING ICE 8+ hardwood courts 2+ turf fields Strength • Performance Ice rink Basketball • Volleyball • Pickleball Futsal • Football • Clinics Baseball / Softball training Skating • Hockey • Wrestling • Cheerleading EDUCATION WORKFORCE WELLNESS GOLF Fitness • Walking • Senior Virtual golf / simulator Tutoring • Mentoring Internships • Certifications Health screenings • Adaptive bays Classrooms • Career readiness Event operations • Hospitality sports Potential add-on to test The feasibility study will determine the appropriate facility size, amenity mix, and revenue model—including whether features like golf simulators can generate sustainable year-round income through adult recreation, leagues, corporate events, and off-peak use. Source: GWF Business Plan, pp. 8–10. Golf simulator concept added for feasibility testing based on GWF presentation notes. 55 GET WORK FOUNDATION 7

SPORTS TOURISM Item 1. Dover already understands destination sports “Dover already understands the economic impact of NASCAR. Now imagine generating a fraction of that visitor traffic every other weekend, year-round.” NASCAR The study tests whether youth tournaments, showcases and regional events can create a smaller but recurring version of that visitor activity. A proven Dover visitor economy Regional drive-time market Source: GWF Business Plan, pp. 6, 13, 16. Map reproduced from the proposal. 56 GET WORK FOUNDATION 8

STATE STRATEGY Item 1. Delaware already treats sports tourism as economic development A dedicated capital fund proves the Recent statewide economic activity point 2023 Delaware sports tourism impact $10M $257.9M direct spending $403.2M total business sales allocated again for the FY26 Sports Tourism Capital Investment Fund round The fund supports new or existing sports 3,075 $20.2M facilities that host events, attract out-of- part-time & full-time jobs state & local taxes state visitors, and contribute to state and local economies. For Dover, the study tests whether this project ● 1.1M sports travelers attended Delaware events in can compete for state dollars and capture 2023. recurring visitor activity. ● The first TEAMS event-sponsorship year produced an estimated $75M economic impact. Sources: Delaware Tourism Office / Visit Delaware Sports Tourism Capital Investment Fund; Delaware Sports Tourism Economic Impact Study; TEAMS Program announcement. Future funding depends on state appropriations and 57 eligibility. GET WORK FOUNDATION

ILLUSTRATIVE SCENARIOS Item 1. What could recurring sports tourism mean for Dover? Planning scenarios from the proposal — not forecasts INITIAL ESTABLISHED HIGH-PERFORMING 10 tournaments 16 tournaments 20 tournaments 5,120 13,824 25,600 non-local traveler trips / year non-local traveler trips / year non-local traveler trips / year $1.08M $2.90M $5.38M annual direct visitor spending annual direct visitor spending annual direct visitor spending Visitor spending is separate from facility revenue such as rentals, admissions, concessions, memberships and sponsorships. Source: GWF Business Plan, pp. 13–15. Estimates use statewide sports-traveler spending; a professional study must replace them with Dover-specific projections. 58 GET WORK FOUNDATION 10

DOVER'S FISCAL REALITY Item 1. A community project must also make fiscal sense $7M ≈$23.3M $57.6M FY2027 budget shortfall Dover had FY2027 total City spending plan Approx. balanced General Fund after to close below FY2026 cuts and new revenue measures That is exactly why this cannot be presented as a “feel-good” project. REVENUE DEVELOPMENT ● The study must test whether the Center can attract new visitor spending and recurring activity. The question is not whether the idea sounds good. ● It must calculate jobs, hotel activity, business sales and potential The question is whether it can produce municipal revenue — not just social benefits. measurable value for Dover. ● It must identify operating risk and any subsidy before Dover considers a capital commitment. Sources: City of Dover FY2027 budget; GWF Business Plan, pp. 19–23; Delaware Public Media / Spotlight Delaware FY27 budget coverage. The ≈$23.3M change is Citywide spending, not a General Fund loss. 59 GET WORK FOUNDATION 11

PARTNERSHIP Item 1. From separate assets to one Dover economic ecosystem LOCAL GOVERNMENT Infrastructure • policy • public safety • economic- development tools BUSINESS COMMUNITY Dover Mall • Bally's • hotels • restaurants • retail • entertainment NONPROFITS + EDUCATION Youth programming • workforce • mentoring • health • colleges CONCEPT ONLY — site, access and traffic improvements require independent engineering and feasibility review. REVENUE • SAFETY • COMMUNITY • YOUTH Concept rendering provided by Get Work Foundation. GWF proposal calls for partnerships with hotels, restaurants, retailers, tourism organizations, education and healthcare partners. 60 GET WORK FOUNDATION 12

STRATEGIC PARTNERSHIPS Item 1. Delaware State University Partnership Pathway Preliminary discussions point to a higher-education anchor for sports, workforce, events and community impact. Partnership areas discussed DSU Indoor turf alignment: DSU had explored its own indoor turf options; GWF’s concept could create a shared regional asset. Internships: Event operations, coaching, hospitality, social work, Verbal, tentative support data and program evaluation. pending formal agreement Graduate-to-employment pipeline: Connect DSU students to facility jobs, certifications and community programming, ultimately A potential partner for retaining talent. internships, career pathways, indoor turf use and Land + convention center concept: President Tony Allen event/convention activity. discussed possible land use if the Center includes convention/event space. Next step: the study should define the site, scale, operating model, partner roles and agreement structure. Sources: GWF meeting notes and preliminary DSU discussion; Delaware State University President page. Preliminary support is not a binding commitment. 61 GET WORK FOUNDATION

INDEPENDENT DUE DILIGENCE Item 1. Why we selected Victus Advisors DELAWARE EXPERIENCE SPECIALIZED EXPERTISE Completed a comparable sports-complex Market demand • financial feasibility • economic feasibility study in Wilmington. impact • operations. COST CERTAINTY INDEPENDENCE Flat-fee structure provides a defined study cost Willing, if permitted, to serve as applicant/recipient before work begins. so GWF does not control City study funds. Selected after conversations with Victus Advisors, Sports Facilities Companies and Pinnacle Indoor Sports. Source: GWF Business Plan, pp. 23–24. Victus reports 200+ sports/event venue studies in 40+ states. 62 GET WORK FOUNDATION 14

FUTURE FUNDING Item 1. The $50,000 study is not the capital plan If the study supports moving forward, Dover should pursue a blended funding stack designed to minimize City exposure. DELAWARE COMMUNITY REINVESTMENT FUND Potential capital support for eligible nonprofit community, redevelopment and recreational- health projects. SPORTS TOURISM CAPITAL INVESTMENT FUND State capital grants for sports facilities that attract out-of-state visitors and generate economic impact. STATE / LOCAL CAPITAL PARTICIPATION Bond Bill, direct capital appropriations, land, infrastructure, utilities or targeted cost-sharing. PRIVATE + PHILANTHROPIC CAPITAL Naming rights, corporate sponsorships, foundations, major gifts and a future capital campaign. EARNED REVENUE + FINANCING Tournaments, rentals, memberships, camps, concessions and financing only after sustainability is demonstrated. The study should tell us which sources are realistic, what matching funds are required, and what the City should NOT finance. Sources: Delaware General Assembly Community Reinvestment Fund (FY2027); Delaware Tourism Office Sports Tourism Capital Investment Fund; GWF Business Plan, p. 18. Funding is competitive and not guaranteed. 63 GET WORK FOUNDATION 15

MOMENTUM Item 1. FROM RELATIONSHIPS TO COMMUNITY IMPACT Jordan Smith Jr. A national basketball relationship with a powerful youth story ● Arkansas freshman guard and consensus elite 2026 recruit. ● Represented by Klutch Sports Group and signed to a New Balance NIL partnership. ● CBS Sports projected him No. 2 overall in an early 2027 NBA mock draft. ● National player-of-the-year honors and a platform that can expose young people to elite sport, mentorship and brand opportunity. His father is here with us tonight — because this project is about bringing Community engagement and youth giveaways are already underway. relationships, access and opportunity closer to young people in Dover. Sources: CBS Sports (June 29, 2026); On3 / New Balance NIL coverage; Arkansas Razorbacks bio. Draft projections can change. 64 GET WORK FOUNDATION 16

MOMENTUM Item 1. New Balance sneaker, clothing & bookbag giveaway Community engagement is already happening ● Before any building is approved, Get Work Foundation has already begun direct community engagement. ● The New Balance giveaway included sneakers, clothing and bookbags for young people and families. ● Utility, grocery, and sports program enrollment financial assistance. ● This shows how athlete and brand relationships can create real, visible benefits in the community. ● The broader vision is not just a facility — it is ongoing youth access, opportunity and support. This is the kind of partnership-based, community- facing work the Center can expand. 65 Source: Photo provided by Get Work Foundation. New Balance giveaway referenced by GWF materials. GET WORK FOUNDATION

PROCESS Item 1. Phases from study to opening day Tonight’s request funds Phase 1 — the facts needed before construction, debt, or operations funding is considered. 1 Feasibility Study Demand, site options, capital cost, operating model, economic impact and City risk. 2 Stakeholder / Investor Engagement Council, businesses, nonprofits, schools, funders and private investors. Site control, design, permitting and buildout — only if public findings support the next 3 Construction step. 4 Operations Planning Governance, staffing, budget, safety plan, rental model and performance measures. Program Development & Youth sports, tutoring, mentoring, workforce, wellness and tournament programming. 5 Implementation Launch, track usage and visitor activity, report outcomes and adjust based on real 6 Opening Day data. Source: GWF Business Plan and Feasibility Study Proposal, pp. 22–23. Sequence reflects proposed project planning phases. 66 GET WORK FOUNDATION 16

CLOSING Item 1. We agree on the standard: fiscal responsibility, ROI and accountability FISCAL RESPONSIBILITY RETURN ON INVESTMENT TRANSPARENCY & ACCOUNTABILITY A limited study before any capital Independent demand, spending, Public findings • independent commitment revenue and subsidy analysis consultant • future Council votes “I believe it is our duty to safeguard public resources and invest in initiatives that deliver clear, long-term benefits and savings to all residents.” — Councilmember Brian E. Lewis, Jan. 23, 2026 We agree. The first responsible investment is the study. Approve up to $50,000 Sources: Councilman Brian E. Lewis op-ed, Jan. 23, 2026; GWF Business Plan and Feasibility Study Proposal. 67 GET WORK FOUNDATION 19

Item 1. THANK YOU Approve up to $50,000 for the independent study 68 Questions & discussion

APPENDIX Item 1. Backup: what the survey did — and did not — establish WHAT IT ESTABLISHED WHAT IT DID NOT ESTABLISH ● Strong perceived need for more indoor sports and ● The final site or building size. community recreation space. ● Construction cost or financing structure. ● Strong support for exploring the Center. ● Guaranteed tournament demand or hotel nights. ● A large pool of respondents reporting likely household use. ● Operating sustainability or required subsidy. ● Priority outcomes: youth recreation, safety, after- ● A commitment by the City to build the project. school programs, wellness and workforce development. Source: GWF Business Plan, pp. 6–8. 69 GET WORK FOUNDATION 21

APPENDIX Item 1. Dover sits inside a large regional drive-time market WHY ACCESS MATTERS ● Most youth tournament travel is by car, van or team bus. ● Route 1 and Route 13 connect Dover to Mid-Atlantic markets. ● Hotels, parking, affordability and commercial access matter as much as airport proximity. The feasibility study should validate the actual capture market and competition. Source: GWF Business Plan, p. 16. 70 GET WORK FOUNDATION 22

From: Brian Connolly To: City Clerks Office Subject: EXTERNAL: Public Comment for 9/29/26 Council Committee of the Whole Meeting Date: Thursday, September 24, 2026 11:15:44 AM Some people who received this message don't often get email from bconnolly@victusadvisors.com. Learn why this is important WARNING: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe. Dear City Clerk, Please accept the following public comment for the September 29th City Council meeting regarding Get Work Foundation’s request for funding for a Youth Sports and Community Center Feasibility Study. -- Good evening, members of City Council. My name is Brian Connolly, and I am the Managing Principal of Victus Advisors, a sports and entertainment consulting firm that works with communities across the country on market and economic feasibility analysis for sports and recreation facilities. Danté Daniel and Terez Trott of the Get Work Foundation interviewed several sports feasibility firms before recommending Victus Advisors for this assignment. I am grateful for the confidence they have placed in our team following that process. We have an extensive background with similar youth sports venue studies across the country, but also direct experience here in Delaware. Victus Advisors conducted the market, financial, and economic feasibility analysis for the Indoor Track Delaware project, which is now in development in Wilmington. Through that work, we gained valuable familiarity with the Delaware sports landscape, and with the careful analysis required to evaluate the market needs, financial realities, and community benefits associated with projects of this nature. Should this study in Dover move forward, we would be pleased to provide the City and the Get Work Foundation with a thorough, rigorous, and objective examination of the opportunity for a youth sports and community center in Dover. Our goal would be to give the City clear, fact-based information about market demand, facility needs, financial feasibility, and potential economic and community impacts so that future decisions can be made with the benefit of sound analysis. Thank you for the opportunity to provide this comment. We would welcome the chance to bring our experience to Dover, and to work with the City and the Get Work Foundation on this effort. Sincerely, Brian Connolly Managing Principal Victus Advisors

Item 2. City of Dover MAYOR AND COUNCIL PROPOSED COUNCIL RESOLUTION NO. 2026-12 A RESOLUTION IMPLEMENTING RECOMMENDATIONS OF THE INDEPENDENT INVESTIGATION AND REVIEW CONDUCTED BY 21CP SOLUTIONS. WHEREAS, City of Dover engaged 21CP Solutions to conduct an independent investigation and review concerning matters involving the City, the Mayor and City Council, and the Dover Police Department; and WHEREAS, the independent investigation and review examined, among other matters, allegations concerning interactions between elected City officials and DPD personnel, allegations concerning secondary employment and use of the City-owned vehicle by the Chief of Police, and the organizational context in which these matters arose; and WHEREAS, 21CP Solutions made a series of recommendations intended to strengthen ethical standards, accountability, transparency, conflict of interest safeguards, vehicle use practices, employment practices, and administrative controls within the City and Dover Police Department; and WHEREAS, the Mayor and Council recognize the importance of establishing clear and consistently applied rules governing interactions between elected officials and city employees, investigations involving senior City officials, City-owned vehicles, secondary employment, timekeeping, and non- standard employment arrangements; and WHEREAS, the Mayor and Council intend through this resolution to implement recommendations from the 21CP independent investigation and review; and WHEREAS, nothing in this resolution is intended to diminish the lawful authority of the Mayor, City Council the City Manager or other City officials, or to interfere with legitimate governmental, administrative, personnel, public-safety, or law-enforcement functions. NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, DELAWARE: SECTION 1. ADOPTION AND EXECUTION OF POLICY RECOMMENDATIONS. The Mayor and City Council hereby approves and directs the immediate implementation of the following administrative and operational mandates: A. Political Activity Restrictions: The Dover Police Department and City Administration shall establish an immediate policy prohibiting meetings regarding political matters between elected City officials and Dover Police Department personnel while such personnel are on duty and working in their official capacity as Dover Police Department officers. B. Ethics Training Integration: The City’s Human Resources Department shall incorporate the political meeting prohibition into its annual training on standards of ethical conduct. 71 P.O. Box 475 ❖ Dover, Delaware ❖19903 Community Excellence Through Quality Service

Item 2. C. Take Home Vehicle Policy: The City and Dover Police Department shall adopt a comprehensive, written take-home policy establishing rigid parameters governing vehicle eligibility, authorized usage, and a transparent, documented process for obtaining administrative exceptions. D. Secondary Employment Restrictions: The City shall adopt a written secondary employment policy for command staff requiring advance disclosure of external work, establishing clear conflict of interest management processes, and strictly prohibiting secondary employment during regular City business hours without documented compensatory leave. E. Command Staff Timekeeping: The City shall establish uniform, transparent timekeeping requirements for all command staff, including the Chief of Police, ensuring all hours are fully verifiable by the City’s Human Resources Department rather than relying solely on self- reporting to the mayor. F. Employment Contract Formalization: The City shall ensure that any non-standard employment arrangements negotiated between the Executive branch and senior City staff are reduced to writing immediately, reviewed and approved by the City Solicitor, and filed directly with the Human Resources Director. SECTION 2. ACCOUNTABILITY AND REPORTING. The City Manager and Chief of Police shall submit a joint progress report to the City Council within sixty (60) days of the passage of this Resolution, outlining the specific policy drafts and timelines required to bring the City into compliance with Section 1. ADOPTED: ROBIN R. CHRISTIANSEN FRED A. NEIL MAYOR COUNCIL PRESIDENT Actions History 09/29/2026 – Introduction – LF&A Committee 72 P.O. Box 475 ❖ Dover, Delaware ❖19903 Community Excellence Through Quality Service

Item 3. Downtown Dover Partnership Main Street Dover 101 W. Loockerman Street, Ste 1A Dover, DE 19904 (302) 678-2940 September 18, 2026 RE: Utilizing Funding from the DDP’s EPA Brownfield Multi-Purpose Grant to Support Restoration & Revitalization of the City’s Public Works Facility (PWII) Dear Council Members, In 2024 the DDP received a $1,000,000 EPA Brownfield Multi-Purpose Grant to support the restoration & revitalization of priority brownfields in Downtown Dover. Grant funding is available through 2029 to support a variety of supplemental environmental site assessments, cleanup, and redevelopment planning activities. Based on initial discussions with City staff, the DDP believes the City could benefit from utilizing the DDP’s EPA Brownfield Multi-Purpose Grant funding to complete the following activities at the PWII site: • Regulated Building Materials (RBM) Survey & Abatement Planning: There are several legacy structures at the PWII site, including a brick building, greenhouse, sheds and two large inactive concrete pads. EPA funding can be used to complete RBM Surveys and abatement plans (if necessary) to support future removal and/or reuse of these structures. • Restoration & Reuse Planning Activities: Previous discussions have included the potential of reactivating the PWII site for a combination of stormwater management improvements & recreational purposes, including a Riverwalk with adjoining amenities. However, the site is encumbered with environmental impacts which need to be considered as part of restoration & reuse planning activities. EPA funding can be used to develop a comprehensive site reuse plan that considers the environmental constraints and includes stakeholder engagement and meaningful public input. These activities could be entirely funded under the DDP’s grant at no cost to the City. If the City wishes to move forward, the next steps in the process include: • The City can decide to officially nominate the site for inclusion in the grant implementation process. • The DDP would then seek EPA approval. • Following EPA approval, the DDP would request the City’s support for implementing the approved activities, including providing background documents, site access, and participating in the stakeholder engagement & reuse planning activities. Please let us know if you have any questions about this opportunity and/or would benefit from further discussions. If you’d like to officially nominate the PWII site, please reach out to us at your earliest convenience. Ken Anderson, Property Implementation Director 73