CCW Packet

Council Committee of the Whole Agenda October 13, 2020 - 6:00 p.m. This meeting will be held remotely via WebEx. Public participation information is as follows: Phone: 1-408-418-9388 Link: https://cityofdoverde.webex.com/cityofdoverde/onstage/g.php?MTID=e5e697e0d286cbe4e6d99a e1abcbf1b25 Event number: 173 470 5787 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. Public comments are welcomed on any item and will be permitted at the appropriate time. When possible, please notify the City Clerk (736-7008 or email at cityclerk@dover.de.us) should you wish to be recognized. Parks, Recreation, and Community Enhancement Committee Adoption of the Agenda 1. Presentation - Wilmington Hope Commission and Bobby Wilson (Deferred by Committee on September 15, 2020) 2. Update on Innovative Readiness Training (IRT) (Captain Brooks of the Delaware Army National Guard) 3. Library Reopening Plan (During the Regular City Council meeting of September 28, 2020, Council members approved the Committee’s recommendation to refer this item back to Staff until a clear vision of guidelines and protocols are in place, during the Regular City Council meeting of September 28, 2020.) (Staff recommendation: Staff proposes a partial capacity re-opening the week of November 1st. If the Committee is in agreement the Committee should provide direction on sanitation requirements and no contact entry, then direct staff to proceed.) 4. Updates on the Progress of the Master Plans for Each of the Major Parks

Council Committee of the Whole Agenda - October 13, 2020 Page 2 5. Gate/Park Security (Schutte Park) (Staff recommendation: 1. Create signage that specifies the hours for Schutte Park. 2. Proceed with a gate at the entrance to the main parking lot to the John W. Pitts Recreation Center. 3. Pursue options for a second gate across Electric Avenue directly south of the main entrance to the Pitts Center. 4. Look into installing security cameras in the Pitts Center Parking lot and near the skate park/dog park/playground areas.) 6. Adjournment of Parks, Recreation, and Community Enhancement Committee meeting Legislative, Finance, and Administration Committee Adoption of the Agenda 1. Downtown Dover Partnership Parking Solutions (During the Regular City Council meeting of June 22, 2020, Council members approved the Committee’s recommendation approving continuation of the Memorandum of Understanding (MOU) discussion to be brought back to Council, during the Regular City Council meeting of June 22, 2020.) 2. Grants A. Fiscal Year 2020 Edward Byrne Justice Assistance Grant Program – Joint Grant with Smyrna Police Department & Kent County (Staff recommendation: Approval of the grant project as requested.) B. Fiscal Year 2021 Fund to Combat Violent Crime (Staff recommendation: Approval of the grant and intended purchases.) 3. Pay for Performance Evaluation System (Staff recommendation: Approval of the implementation of a Pay for Performance Evaluation system for non-bargaining employees. Pilot period to begin July 1, 2021 – June 30, 2022. Full implementation July 1, 2022. First pay for performance increase to be provided July 1, 2023.) 4. Proposed Ordinance #2020-14 - Project Carry-Forward Budget Balances/Proposed Budget Amendments (Staff recommendation: Approval of the proposed Budget Amendments totaling $8,420,300 for Fiscal Year 2021 and adoption of Ordinance #2020-14.) 5. Adjournment of Legislative, Finance, and Administration Committee meeting Adjournment of Council Committee of the Whole meeting S:\AGENDAS-MINUTES-PACKETS-PRESENTATIONS-ATT&EXH\Committee-Agendas\2020\10-13-2020 CCW Agenda.wpd The agenda items as listed may not be considered in sequence. Pursuant to 29 Del.C. §1004(e)(2), this agenda is subject to change to include the addition or deletion of items, including executive sessions, which arise at the time of the meeting.

COMMITTEE ACTION FORM PROCEEDING: Council Committee of the Whole - Parks, Recreation, and Community Enhancement DEPARTMENT OF ORIGIN: Library DATE SUBMITTED: Oct. 1, 2020 PREPARED BY: Brian Sylvester, Library Director SUBJECT: Library Reopening Plan REFERENCE: N/A RELATED PROJECT: N/A REVIEWED BY: Matthew Harline, Assistant City Manager EXHIBITS: None EXPENDITURE REQUIRED: N/A AMOUNT BUDGETED: $0.00 FUNDING SOURCE (Dept./Page in CIP & Budget): N/A TIME TIMETABLE: See below STAFF RECOMMENDATION: Staff proposes a partial capacity re-opening on the week of November 1st. If the Committee is in agreement the Committee should provide direction on sanitation requirements and no contact entry, then direct staff to proceed. BACKGROUND AND ANALYSIS Date of proposed re-opening: Tuesday, Nov 3rd. Deadline for notifying Sunstates Security: Oct. 19th Hours of operation: Sun/Mon: closed | Tues/Thurs/Sat: 10 AM to 2 PM | Weds/Fri: 2 PM to 6 PM This schedule has been adjusted to stagger work schedules, allow extra cleaning, and still allow some evening and weekend hours for patrons. Timeline: The week of Nov. 16th staff will provide an assessment on whether/when hours of operation can be safely expanded for consideration at the Nov. 24th CCW meeting. For the Library to successfully and safely open, Sunstates Security personnel must be on site. To do this, Sunstates Security requires a minimum of two full weeks’ notice from the date of the Council’s decision to re-open. Additional notice may be required if Sunstates personnel require on-site training. The most recent re-opening plan presented on September 15th contained provisions for opening a temporary computer lab as a means of offering computer/internet access to patrons until such time as it is safe to open the library more fully. Due to the short period of time between the Oct. 13th Council Committee of the Whole meeting and the proposed re-opening date, those provisions have been removed. A summary of the Library’s actions taken in response to several sets of COVID-19 safety protocols follows. Items which require direction from Council are marked with an ***. CDC guidelines recommend: - A daily cleaning/sanitation for public spaces. This is being done. - All staff and visitors (except young children) must wear a facial mask. The library will require face masks for ages 2 and up.

- Frequent hand sanitation. The library is providing hand sanitizer at multiple points throughout the building. - Social distancing. Furniture has been removed, and remaining furniture has been spaced to six feet or more apart. Six foot distances for lines at service desks are marked. Physical plexiglass barriers have been installed at service points. Governor’s Phase 2 orders require: - Operate at a 60% occupancy limit. An occupancy table is included with this proposal. An electronic people counter solution (cost: $5,690) is being purchased as part of this plan in order to monitor building occupancy. Rooms where there is not enough space to meet the requirement to “[ensure] six-foot radius around individual household units” will be closed to the public. - Quarantine of sick employees/restrict access to ill patrons. Employees are screened daily and required to stay home if sick. Because body surface thermometers are often incorrect and temperature is not a reliable indicator of COVID-19, staff will not take patrons’ temperatures prior to entry. - Promote teleworking. The nature of library work prohibits teleworking for in-person services. Currently there is a city-wide prohibition against teleworking except in special circumstances as it is difficult to monitor and accommodations for frontline workers is not possible. We are reviewing this policy. - *** Clean “all surfaces touched by customers” every “fifteen minutes to two hours.” The Library’s custodial service provider, ATeam, can provide additional sanitation services to achieve this by having an assigned dayporter at the Library during all hours of operation, at an estimated cost of $1,974.51/month. If items in the collection (books, movies, etc.) are to be counted as “surfaces touched by customers”, my professional opinion is that the Library should remain closed for browsing until that is no longer the case. It is not feasible to quarantine every item in the building a person touches while browsing. o Alternate proposal: a weekly or as-needed ‘deep cleaning’ by ServicePro could be considered. Funding available from savings on security services. - Hand sanitizer must be available and used regularly by staff. This is in place. - Signage on how to properly wear a face mask, sanitize hands, and prevent the spread of COVID-19 must be displayed. This is in place. Governor’s Phase 2 Industry Specific Orders for Arts and Culture, Museums, Galleries, and Historical Attractions additionally require: - Adjust workplace hours and shifts. The current proposal reduces operating hours and staggers between afternoon and early evening hours. - Allow visits without reservations. The library is not requiring reservations. - Maximize Contactless payment methods. Administrative staff is working on reducing the minimum charge to pay with a credit card and allowing credit card payments for photocopies. Contactless payment is not currently available for the passport office or the Friends book sale. - Provide electronic receipts. The library is offering electronic library card sign up and electronic notification of holds, due dates, and charges. - *** No touch entry should be maximized. This can be done at the entrances and bathrooms. I recommend that the doors to the bathrooms on the main floor be propped open for the duration of the pandemic. The family restroom in the children’s area and the restrooms on the second floor will be available by request only. o To clarify this recommendation: under current procedure, the bathrooms are kept locked. A staff person must physically take an item from a patron, give them a key, then repeat that interaction in reverse when the patron returns the key. This exposes both the patrons

and the staff to multiple interactions with high touch points and vastly increases the risk of transmitting viruses. Delaware Division of Libraries additionally recommends: - Where possible, services should be moved outside or provided virtually. Per City of Dover administration, Dover Public Library did not activate outdoor Wi-Fi, but has moved all programs to virtual delivery through March 2021. - Installation of MERV 13 or better air filters in HVAC system. Central Services reports DPL has MERV 14 filters in place. - Follow state provided guidance for keeping IT equipment clean. This guidance will be followed to prolong the life of the equipment. REALM (Reopening Archives, Libraries, and Museums – a joint project of ILMS, OCLC, and Battelle) study recommends: - Quarantine all returned library items for a minimum of 72 hours. This is being done. Specific Library Elements: - The street side entrance has been designated Emergency Exit Only. All visitors must use the Parking Lot side entrance. - Curbside: Curbside pickup of Library items will cease on Nov. 2nd. Curbside can be offered as-needed (by appointment only) for patrons with high risk factors. There is not adequate staff to continue this program and follow guidelines for opening the library for patrons. - The self-check stations for checking out books/materials will be available to patrons and the public will be strongly encouraged to use this option to reduce person-to-person contact with the staff. - Passport Center: When the library re-opens in any capacity, the Passport Center will resume normal operations for patrons without requiring an appointment. Social and physical distancing protocols are in place. - Inspiration Space / Job Assistance Center: The computers in the job assistance center will be used as additional space for patrons to use the Library’s computers while observing social/physical distancing. In-person programing in the Inspiration Space/Job Assistance Center will be suspended until at least January 1st. - Capitol Room: The Capitol Room will be open, with social distancing rules in effect, for visitors looking for quiet study space. Patrons will be encouraged to complete their tasks and limit the amount of time spent in the space. - Teen Loft: The teen loft space will be open for visitors to select materials and use computers at 60% capacity which is 24 patrons. The makerspace lab will not resume in-person programing until after March 2021. - Children’s Room: The children’s room will be open for visitors to select materials and use computers. The children’s room will not resume in-person programming until after March 2021. - Fines/Borrowing: Fines on late or overdue material will be suspended through January 1st 2021. Borrowing periods will be unchanged. Items returned to the library will continue to appear on patron’s accounts during the quarantine period. Patrons will be billed for any items as lost after 120 days. While the Library was closed to the public, numerous physical renovations and policy changes have been implemented to improve the safety of our patrons. A summary of those changes follows: - Pro-Watch electronic access panels have been added to the doors in the Library, including on the restrooms, to allow staff and security guards to quickly access all areas. - A significant amount of furniture has been discarded or placed in storage, to improve

visibility and reduce the likelihood of inappropriate behavior in difficult to monitor spots. Books have been removed from the top and bottom shelves of each shelfing unit to significantly improve visibility in the stacks. - Additional cameras and monitors (there are now 30 interior and 15 exterior cameras) have been installed by Advantech that allow the security guard and the Library Director to view the cameras live or search recorded information. The feed is directly available to the Dover PD. Cameras have been successfully used while the facility is closed to monitor and report to PD on problematic behavior on library grounds in real time. - Several difficult to monitor areas have been closed to the public. - Sunstates Security will return to the Library under the state contract to provide security all hours the Library is open. - Areas outside the Library have been cleared of vegetation or fenced off to eliminate access to areas where people had previously been sleeping, leaving trash, urinating, or defecating. - The Acceptable Behavior Policy is being amended to explicitly prohibit misuse of the bathrooms, sexual activity, carrying luggage/bedding/camping gear in the Library, and other minor changes to bring the policy in line with expectations. - An unattended items procedure is being developed. - A chart itemizing behaviors that are prohibited in the Library and the corresponding appropriate response is being developed so that staff response to unacceptable behavior is uniform and consistent. Dover Public Library Occupancy Limits by room Data provided by Fire Marshal's Office April 2020 First Floor Second Floor Third floor Reading area 16 Stacks 34 Teen collection 24 Bookstore 17 Reading area 28 Stacks 5 Storage 1 Dover room 6 Reading Room 7 Storage 1 Mechanical room 3 teen admin 2 Multipurpose room A + Storage 1 teen admin 2 with seats 42 Admin suite 18 without seats 91 storage 1 Storage 1 Directors conference room 12 kitchen 1 Conference room 15 Storage 1 Reading area 3 Multipurpose room B Admin suite 18 Totals with seats 66 storage 1 580 w/ seating in multipurpose rooms without seats 141 Tech lab 7 704 w/out seating in multipurpose rooms Café 15 Admin suite 3 Admin suite 15 Lounge 16 Service area 2 mechanical room 3 admin suite 9 storage 2 Mech/elec room 6 Reading room 6 stacks 18 roof patio 31 reading room 2 Capitol room 35 Storage 1 AV room 9 stacks 17 Storage 1 Admin suite 6 Reading room 19

ACTION FORM PROCEEDING: Council Committee of the Whole - Parks, Recreation & Community Enhancement Committee DEPARTMENT OF ORIGIN: Parks & Recreation DATE SUBMITTED: October 7, 2020 PREPARED BY: Robin Eaton, Director of Parks, Recreation and Grounds SUBJECT: Updates on the Progress of the Master Plans for Each of the Major Parks REFERENCE: Dover Park Master Plan and Schutte Park Master Plan RELATED PROJECT: n/a REVIEWED BY: Matt Harline, Assistant City Manager EXHIBITS: n/a EXPENDITURE REQUIRED: n/a AMOUNT BUDGETED: n/a FUNDING SOURCE (Dept./Page in CIP & Budget): n/a TIMETABLE: Now thru Spring of 2021 STAFF RECOMMENDATION: n/a BACKGROUND AND ANALYSIS As restrictions have been slightly lifted, our staff thought outside of the box to find new and enticing opportunities to get families back outside with programming for all ages. Working within the guidelines, staff has developed a path forward to get us back on track, offering our citizens the quality recreational programming they have come to know. Summer Performing Arts Series programming has concluded with great success. Staff was able to complete the Concert on the Green series with only one date modification due to rain as the John W. Pitts Recreation Center was not an option this year due to COVID restrictions. Staff was able to offer five nights of movies on the Green as well. Sports Coordinator, Steve Pickering was able to offer girls High School Field League and a Kent County Church Softball League over the summer months. Mr. Pickering was able to utilize Schutte Park for a Fall Youth Soccer League, and an Adult Flag Football League is underway in Dover Park. Bike to Work Day was offered on September 22 in partnership with DelDOT Bicycle Planning staff. This year both Kent County MPO and RideShare Delaware participated with us. Carolyn Courtney also worked with Whitman Requardt & Associates to publish the Bicycle/Pedestrian Plan update draft for public review and comments. Staff has been working Whitman Requardt & Associates on the Five Projects Plan for Schutte and Dover Parks. Staff participated in a virtual meeting for the Skate Park and a public workshop held in Dover Park. Currently surveys for Dover Park, Schutte Park Dog Park and Skate Park are open for public comment. (These surveys will be closing October 9.)

Dover Park Master Plan Recommendations Short Term Improvements (0‐5 years) Recommendation Status Notes Ongoing An asphalt multi‐use loop trail system and Partially 2,000 feet installed 2019. Approximately another pathway connections throughout the park completed 2,000 feet to install Resurfacing of tennis courts and basketball courts Completed Pickle ball lines added the Summer of 2019 Access points and trails from the east side of the park at Acorn Lane and Manchester Square and the west side at Mapleton Square and The The Laurels and Mapleton have access to newly Laurels Ongoing installed trail Park entrance enhancements at all existing and proposed official access points Ongoing New sign at White Oak Road 1 installed and operational. Fiber being installed Install and monitor 3 security cameras Ongoing for 2 other locations Clearing undergrowth near the main entrance and through the center of park in the hardwood forest area. Removing large specimen trees that are hazardous Completed Continue to maintain Long Term Improvements (3‐7 years) Recommendation Status Notes Being Developed with WRA under contract. See Water Play Pad (accommodates 20‐30 children) Ongoing note below Being Developed with WRA under contract. See Accessible Playground Ongoing notes below Being Developed with WRA under contract. See Building (Indoor Classroom, Restrooms, Office) Ongoing notes below Enhance Disc Golf Course On hold Spring 2021 Park Benches (10+) Ongoing 3 added to date Wildlife Enhancements On hold Spring 2021 Long Term Improvements (6‐10 years) Recommendation Status Notes Pond Enjoyment Area On hold Cost prohibitive considering other priorities. Community Garden (with fence) On hold Cost prohibitive considering other priorities. Nature Play Area On hold Cost prohibitive considering other priorities. Linear Skate Obstacle Trail (1,000 SF) On hold Skate Park to be installed at Schutte Park

Dover Park  The pond and ditch line have been maintained for vegetation.  A workshop was held for the three projects (building, water pad and accessible park) on site the evening of October 1. The information boards from the Dover Park Workshop have been uploaded to the project Secure Shares site in the Public Outreach folder: https://secureshares.wrallp.com/Default.aspx?alias=secureshares.wrallp.com/32233000 You will need to register to access the information.  Playground safety surface added.

Schutte Park Master Plan Recommendations Phase 1 Recommendation Status Notes Finish loop trail; plant additional trees and wooded areas and install benches Last phase extended the trail to the area for the dog along paths Partially completed park and skate park. Waiting on further funding. Install disc golf course On hold interferes with field usage Pave and stripe existing parking lots; use pervious pavement for parking spaces On hold Cost prohibitive considering other priorities. Grade and seed west of Former Wyoming Mill Rd; begin using additional field IRT grant and Army National Guard Coordination. space Ongoing Scheduled for Summer 2022 Construct concrete skate Being Developed with WRA under contract. See park Ongoing notes below Being Developed with WRA under contract. See Dog Park Ongoing notes below Phase 2 Recommendation Status Notes Construct multi‐use artificial turf field and entrance plaza On hold Cost prohibitive considering other priorities. Add additional storage space Completed New Building Phase 3 Recommendation Status Notes Install outdoor exercise equipment along loop trail On hold Cost prohibitive considering other priorities.

Schutte Park  Skate Park survey closes October 9th.  Skate Park Virtual workshop was held Tuesday September 29th. The following is a link to The attendee list, Q&A log, and video from the Skatepark Workshop folder: https://secureshares.wrallp.com/Default.aspx?alias=secureshares.wrallp.com/32233000 You will need to register to access the information.  Lisa Chase is working on funding sources for the dog park.  Staff has moved to the new building.  Staff is developing options for securing the back part of Schutte Park.  Bench areas at the softball fields have been upgraded with new fill material.  Trail through the woods filled with material and leveled.  Playground safety surface added. Silver Lake Park  Masterplan is in RFP development.  New lighting and Fiber for cameras have been installed.  A new deck was installed at the boat ramp.  Bulk head areas have been maintained for vegetation.  Installed story walk in collaboration with the library.  Removed old worn unnecessary fencing.  Added additional safety railing to the dam infrastructure.  Will be lowing the lake starting on Monday October 12th.  Playground safety surface added. Memorial Park  The shoreline has been mowed. Mallard Pond Park  Playground safety surface added.  Trees limbed up for security.  Maintained pond and trail edge for vegetation.  Removed large dead tree. Millcreek Park  Playground safety surface added. Dover Street Park  Playground safety surface added.  Removed lighting from ball field (safety).  Free little library installed.

Saulsbury Park  Free little library installed. Kirkwood Street Park  Playground safety surface added. Orville Myers Park  Three flower beds maintained. Richardson Park  Brick shoreline cleaned of vegetation and debris. Mayfair Park  Free little library installed. Williams Park  Playground safety surface added.

Councilman David Anderson Dover City Council Dover, DE October 5, 2020 Dear David, I have enclosed letters that were written a year ago. I am proposing a dog park at the current Dover Street Park. Its main advantage is that it's in the center of the city. It is within walking distance of many of our elderly citizens. My layout for the park has a water source on the west end from the pump house. The west end of the park needs further design for a seating area for the dog owners. They basically need seating and shade for a gathering space. There is adequate parking on Dover Street. There are right-of-way issues that need to be sorted out by professional staff. Thank you for your time and attention to these materials. Sincerely, ~1/ Tom Dix Civilian Member, Parks & Recreation Comm. Dover City Council 302-672-7404 kathytomm@verizon.net

From: WILLIAM GARFINKEL <wgarfinkel@aol.com> Sent: Tuesday, October 29, 2019 10:56 AM To: Anderson, David <david.anderson@dover.de.us> Subject: Re: Dover Street Dog Park Dave I think Dover St., Park checks all the boxes for a dog park. It central Dover, has potable water, electricity, and the lands already owned by the city. What would be the next steps in the evaluation tum it over to Staff for evaluation? Your thoughts. Sent from Will's iPhone 302-670-0195 W garfinkel@aol.com On Oct 29, 2019, at 9:59 AM, Anderson, David <david.anderson(a)dover.de.us> wrote: Your thoughts? Respectfully, The Honorable David L. Anderson 4th District Dover City Council (302)736-7006 office (302) 339-1047 Cell (personal) david.anderson@dover.de.us davidlevianderson@gmail.com (personal) From: Thomas Dix <kathytomm@verizon.net> Sent: Monday, October 28, 2019 7:30 PM To: Anderson, David <david.anderson@dover.de.us> Subject: Dover Street Dog Park HI, DAVID, HERE IS MY DRAWING OF THE PROPOSED DOVER STREET DOG PARK. FYI. TOM DIX <Oct 28 2019 - Drawing.pdf> Virus-free. www.avg.com 2

Thomas Dix From: Thomas Dix < kathytomm@verizon.net> Sent: Tuesday, October 29, 2019 2:13 PM To: 'Anderson, David' Cc: Kirby Hudson (Khudson@dover.de.us); 'KIRBY A' Subject: RE: Dover Street Dog Park DEAR DAVID, WHAT IS THE NAME OF THE PARK IN TOWN POINTE? THE BIG ADVANTAGE OF DOVER PARK AS A DOG PARK IS ITS CENTRAL LOCATION. IF YOU ONLY HAVE ONE DOG PARI< IT SHOULD BE IN A CENTRAL LOCATION. SINCERELY, TOM DIX From: Anderson, David [mailto:david.anderson@dover.de.us] Sent: Tuesday, October 29, 2019 1:29 PM To: wgarfinkel@aol.com Cc: Hudson, Kirby A <khudson@dover.de.us>; thomas j. dix <kathytomm@verizon.net> Subject: Fw: Dover Street Dog Park Will, It is this simple, I will CC Mr. Hudson. I agree. It has everything. Parking could be a potential issue if we are successful. I think it was one of two great sites that we own that would be great. Another is a currently under utilized park in Town Pointe that would be ideal as well. It offers an opportunity to revitalize a place I have never seen more than two people use. I think it could be made better in terms of parking than even this location and also the right size and no one would be disrupted, but it is harder to find and less central than a block off S. Governors Ave., which is the negative. I will submit all citizen suggestions and have utmost confidence that staff will evaluate the options and have a suggestion soon. I would like to get this on the agenda in the next couple of months to at least move it forward so we can do the designs. I could see this in phases and getting it up and running in phase 1 in the next budget. Staff does not need to be convinced we need one. Now they need the support to make it happen. I hope you gentlemen will add your voices to it when we bring this to Committee. Thank you for your input! We will try to make it happen. Respectfully, The Honorable David L. Anderson 4th District Dover City Council {302)736-7006 office (302) 339-1047 Cell {personal) david.anderson@dover.de.us davidlevianderson@gmail.com (personal) 1

Thomas Dix From: Thomas Dix < kathytomm@verizon.net> Sent: Tuesday, October 29, 2019 2:16 PM To: Kirby Hudson (Khudson@dover.de.us) Subject: FW: Dover Street Dog Park Attachments: Oct 28 2019 - Drawing.pdf From: Thomas Dix [mailto:kathytomm@verizon.net] Sent: Monday, October 28, 2019 7:31 PM To: David Anderson (david.anderson@dover.de.us) <david.anderson@dover.de.us> Subject: Dover Street Dog Park HI, DAVID, HERE IS MY DRAWING OF THE PROPOSED DOVER STREET DOG PARK. FYI. TOM DIX 1

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Little Creek gets ready to unleash dog park - Delaware State News I Delaware State News Page I of 4 SL'BSCRlPI'IONS E-Ell!TION NEWSU,TI'ERSlGNliP CL\SSIFIEDS OB!TU,\RIES SPEC'UL SECTIO:>;~ Search t> X Delaware .1::... 9 Benefits Seniors Seniors are Entitled to These 9 State News Get in 2019 Discounts and Benefits, But Most Fail to Claim Them DE STATE FAIR 7/27 GLADYS KNIGHla;-;e News Schools Sports Police Business People Health Entertainment Opinion You1Town advertisement Little Creek gets ready to unleash dog park Quick Ways To Save OPEN> Print Edition GAMDrn-W"IOMIHG WIWS JR. LEAGUE SlAH IITLE • Pm 12 Delaware ..a.. State News The Little CreC'k dog park \\'<ls approved by KC'nt County Levy Court back in mid-.June. It ¼'3.5 awarded S~fi.OOD in county funding. The project is on schedule for completion by the end of the month. thf:' town says. (Dt'lm"'·,1n." State Ncw'i/.\farc Cler;.') DOVER- Little Creek Mayor Glenn Gauvry says the town will put the finishing touches on its new dog park by the end of the month. The S.35,000 Kent County- funded project was given the green light back in mid-,June. "None of this would have been possible without the confidence and support of our Le\y Court commissioners, who have partnered with the town of Little Creek in this important community building initiative,'' said Mayor Gauvry, The town-owned park is being built near the Little Creek Post Office at the intersection The Delaware State News is published seven days a week. You can find it in retail outlets of Main Street and Port Mahon Road. In the lead up to the work, the park was surveyed throughout downstate Delaware, or and trees were removed to provide access by emergency vehicles. The park has been subscribe to our print newspaper or our e-newspaper, a digital replica of the print fenced in, existing fencing has been restored and a concrete entrance pad was poured. edition. Corner benches and trash receptacles have also been installed. Mayor Gauvry said that next week two wells \\ill be installed \\ith hand-operated pumps - the labor and supplies for that feature are being donated by the Little Creek Fire Company. ''A considerable amount of volunteer labor has been provided by both the community t--i:;/i!1;;rib: !<, FPHtJ'>f ~:n ,Jr~in :_\;<. rm at large as well as the Little Creek Fire Company, which has allowed us to divert funds It~~ ]\-..·itkt f:1rd1(1nk from one area covered by volunteer work, to another area that may have had cost https ://delawarestatenews.net/news/little-creek-ready-unleash-dog-park/ 7/27/2019

Little Creek gets ready to unleash dog park - Delaware State News I Delaware State News Page 2 of 4 overruns,'· said Mayor Gauvry. ''To date, we are on target for completion by the end of Dover Weather September and on budget." The town plans to take responsibility for maintaining the park once it ·s complete. A two-person park commission was established to help manage the park and guide its programming. advertisement '·We're going to be looking into county-wide and community eyents like dog training and immunization workshops - there are a lot of things that can be done with that kind of platform," he said. "The commission is looking at ways to get Pet Srna1i:, Petco, Concord Pet Foods & Supplies and local vets involved in events too. To date, we haven't received any commitments. We are also hoping to have their presence in some capacity at our grand opening that will probably be around mid-October." The town is also in the process of forming a "Friends of the Little Creek Dog Park" and How to Stop Dog Barking 'j'":.l)< \~;',~JS hope to have their first meeting later this week. trypetgent!e.com OPEN> '·It's important to have this group {\5tablished before we open the dog park, so that we have user guidance and oversight,'' said Mayor Gauvry. Greater Dover Extra Anyone interested in joining the group can email the mayor at kabutogani@comcast.net. l¼-'""""'~ ,.,,i.,, ""~ ~,..~t. ~,.,,,,_..,,....,« >1,•,,,.,,,,s...j-.,l.,•" New Dover dog park? A letter and a petition signed by ''over 50'' residents, addressed to Dover Mayor Robin Christiansen spurred discussion about a new dog park and ''passive playground" in the Acorn Farms development recently, 3 Foods Your Eyes Need \'·i- 0 y (J,,f r,;.,.:;1,}·,1 i)i.Jc,,,,;·, tr ;\•. L-p:, The Greater Dover Extra is published once a month and mailed to readers in the Dover The prospect was discussed at last Tuesday's city council meeting. Mahala Duffy, the area. You can also read the free Dover resident who penned the letter, said the park would help bring the community e-newspaper, a digital replica of the print edition. together and increase home values. The proposal has the support of the development's homeowners association as well, she added. ''We are looking to have something that will be great for our surrounding neighbors to not have to travel as far and to feel at home with their children and dogs," said Ms. Duffy Ms. Duffy said that the petitioners are seeking financial assistance from the city ,~ith setting up the park, but because they are only in the very early planning stages, cost estimates and project scope have not yet been explored. The idea for the park came up during a ''Community Unity Day" celebration in the Acorn Farms subdivision. City Councilman Brian Lewis thinks the proposal shows "great initiative," but would like the city to do its due diligence before moving forward with discussion. ''Dog parks have been increasing in popularity in today's world,"' he said. "I know Middletown completed a dog park not too long ago and New Castle County has many https://delawarestatenews.net/news/little-creek-ready-unleash-dog-park/ 7/27/2019

Little Creek gets ready to unleash dog park - Delaware State News I Delaware State News Page 3 of 4 in their communities. I would first like to see director of planning and community development David Hugg ban together ;vith the residents of the community proposing the dog park to evaluate the pros and cons, extent of city involvement and who would be responsible for keeping the area clean and sanitary.., According to Ms. Duffy, the proposed site of the park is on 1 Acacia Place in Do1·er. According to Mr. Hugg. some legwork \\ill be necessary to determine whether or not the park is feasible on the parcel in question. "The council hasn't taken any action yet," said Mr. Hugg. ''At the meeting, there were questions about what piece of land is city-0\med in the development and what restiictions or covenants may be attached to it." The land parcel being considered is near a "drainage way," and thus may be currently earmarked for drainage or as some sort of buffer, Mr. Hugg said. ''The council has instructed staff to gather more information at tbis point,·• he added. "It's an older development so we'll need to examine it further and look into any restdctions. ·• According to Mr. Hugg, several residents came to the city council meeting on Tuesday to speak in support of the proposal and one person spoke out against it. Tidbury Park Although it's about 5 miles away from the Acorn Farms development, Dover already does have at least one clog park. Kent County paid $22,481 to set up Tidbury Park on 2233 S. State St. in Dover back in 2008. According to Kent County Parks and -Recr~~""'nt Director Michael Rigby, the purchase included a well, pumps, fencing, concrete, signage, trees, benches, grass seed, fe1tilizer and lumber. Since then, the park has seen continuous and sustained use. said l\fr. Rigby. "It absolutely gets used daily by patrons," he said. "We try to meet the demands of the citizens of Kent County, and we had a fair number of inquiries about dog parks beforehand so we decided to build one because we had that location that was basically an open area not really being utilized." Owners are welcome to walk their dogs at all county parks, but Tidbury Park is the only county-nm '•off leash" park. The park is open to the public, but users must have their dogs licensed, be current on vaccinations and follow posted rules. Milford built a dog park of their own in 2014 and Lewes Unleashed Dog Park, a private park, was completed last summer. According to BringFido.com, a resource that aggregates dog amenities. Delaware has about 35 '•off leash'' dog parks. As far as online rating resources like Safe Wise and Rankings are concerned, Delaware does pretty well in terms of ''dog-friendliness." Compiling data concerning number of animal shelters, "no-kill'' shelters, animal cruelty laws, Humane Society rankings and other regulations and amenities, SafeWise ranked Delaware the 11th most dog-friendly state in 2017 and Rankings rated it the 16th in 2016. Stqff writer Iun Gronuu can be reached at 741-R272 01· iyro1w11@newszap.com Tags; Animals• Featured• Levv Court• Little Creel; Related https://delawarestatenews.net/news/little-creek-ready-unleash-dog-park/ 7/27/2019

------------··-------~---·-··-· Little Creek gets ready to unleash dog park - Delaware State News I Delaware State News Page 4 of 4 .- ...~ ..- Big plans for LHt!t•. Nt'.Wdng.park opt·ns in UHi<\ k Cn~Pl;;: Lc·vy Court to consider cn,,:k S1ate and county inv,:otments fonding Little Cn•,,k dug park an' helping tu ~tir t0\-\'11 growth Newsletter Subscribe to the Delaware State News daily email newsletter email address Subscribe Comments You are encouraged to leave relevant comments but engaging in personal attacks, threats, online bullying or commercial spam will not be allowed. All comments should remain within the bounds of fair play and civility. (You can disagree with others courteously, without being disagreeable.) Feel free to express yourself but keep an open mind toward finding value in whut others Sa)·. To report abuse or spam. click the X in the upper right corner of the <·ommcnt box. f:'acebock Comme:n 0 Comments Sort by Oldest This thread is closed Facebook Comrnents Plug1n 3 Foods That Nourish Discover 3 Natural Nutrients Your Eyes Your Eyes Require That You Are Not Eating Enough Of. https ://delawarestatenews.net/news/littl e-creek-ready-unleash-dog-park/ 7/27/2019

K.ent County .Parks & Recreation Page 1 of 2 Directions Irow Do I...? vi s~ SERVING KENT COUNTY WllH PRIDE EMERGENCY GOVERNMENT SERVICES ONLINE VISITORS BUSINESS ABOUT US CONTACTS ~ f q r Onl.tt'tt- lo'l'll'JJ Parks & Recreation Division CIVICREC Kent County Recreation Center . ity Re ... I' 1683 New Burton Road, Dover, DE 19904 Main: (302) 744-2495 Fax: (302) 744-9681 Social Media Links General Office Email: ParksRec@co.kent.de.us ooo~ Office Hours: 8:00 A.M. - 5:00 P.M. Mon. - Fri. News& Rec Center Info Leagues. Events Park & Facility County Parks & About Us & Registration & Schedules & Tournaments Rentals Trails Policies Brecknock Big Oak Brecknock :~~~;~ B Lebanon Tidbu Landing Creek Browns Branch Public Restroom ✓ ✓ ✓ Tidbury Creek Playground Kesselring Horseshoes Lebanon Landing Nature Trail Hunn Nature Park alking Trail St. Jones Greenway Sand Volleyball Suburban Parks Pavilion ✓ ✓ Dog Park Softball Fields I ✓ II ✓ I I Park Rules !Multi-Purpose Fields ✓ I ✓ II ✓ II II I Pavilion Use !Picnic Area ✓ I ✓ II ✓ I ✓ ii ✓ i Guidelines loutdoor Grill ✓ II ✓ II ✓ I II ✓ I Waiver Information INature Center ✓ I II I II i !Fitness Area ✓ I II I II I JBike Rack ✓ I ✓ II ✓ i ✓ ii ✓ i ✓ !Field Rentals ✓ i ✓ II ✓ I II I ✓ Jstage ✓ I II i II I jFishing Pond I II I I ✓ II IDog Park I II I II ✓ I !Fishing Pier I II I ✓ II I jBoating Ramp I II I ✓ II I !Recreation Center I II I II II ✓ Kent County Park Map Kent County Park Trail Distances Brecknock Loop - 0.9 miles Brecknock Nature Extention (Park to W.B. Simpson Elementary) - 0.8 miles Tidbury Creek Loop - 0.5 miles Big Oak Park Loop - 1.1 miles Browns Branch Nature Trail - 0.3 miles Browns Branch Boundary Loop - 1.1 miles St. Jones Greenway - Capital City Segment (Silver Lake to Winner Ford) - 1.5 miles http://www.co.kent.de. us/parks-Recreation.aspx 7/28/2019

Kent County Parks & Recreation Page 2 of2 - Issac Branch Phase 1 Segment (Winner Ford to Capital Park) 1.4 miles - Issac Branch Phase 2 Segment (Capitol Park to Route 10 Trailhead) - 1.2 miles Home I Directions I Commissioners I Contact Us I Employment I Legal Notice I Webmaster 555 Bay Rd Dover, DE 19901 Select Language T Copyright© 2013, All rights reserved. Like 229) http://www.co.kent.de. us/parks-Recreation.aspx 7/28/2019

------ - - - ------- New dog park opens in Little Creek - Delaware State News I Delaware State News Page 1 of 4 SUBSCR!l'l'IONS E-ELJITIOK NEWSLc'lTERSIGNUP CLASSIFIEDS OBITUARJES SPECL'\LSECTIONS Search Delaware .J.. 9 Benefits Seniors Seniors are Entitled to These 9 State News Get in 2019 Discounts and Benefits, But Most Fail to Claim Them DE STATE FAIR 7/27 GLADYS KNIGHT~r::-m News Schools Sports Police Business People Health Entertainment Opinion YourTown advertisement !l> New dog park opens in Little Creek Dover, DE: Did You Know If You Have No Tickets In 3 Years, We Hope You Know This Genius Tip TAP YOUR AGE: 18-25 26-35 36-45 46-55 56-65 Over 65 Print Edition CAMOEN-1170MING Wl!S JR- WlGUE srm nm •PAGE 31 Delaware ..a..State News Third district Levy Court commissioner Allen Angel, at-large commissioner Terry Pepper and Little Cwck Mayor Glenn GaU\'l)' met residents at the fre.,;hly-complett!d dog park in l.ittl<' Creek for its grand opening on Saturday morning. (Dela¾-are State News/Ian Gronau) UTILE CREEK - Despite the snowfall and near freezing temperatures, Little Creek town officials and Kent County Levy Comt commissioners held the grand opening of the town·s new dog park on Saturday morning. Sitting on about 1.6 acres adjacent to the Little Creek Post Office, the dog park features separate fenced areas for small dogs and large dogs to roam off-leash. The park also contains benches, trash cans and will soon have drinking fountains (installed by the The Delaware State News is published seven Little Creek Fire Company). Little Creek Mayor Glenn Gauvry noted that although the days a week. You can find it in retail outlets throughout downstate Delaware, or park is now open, the project won't likely be fully complete until the end of the month. subscribe to our print newspaper or our e-newspaper, a digital replica of the print Back in June 2017, Kent County Levy Court awarded the Town of Little Creek a edition. $35,000 Community Projects Assistance Grant to help cover the costs of construction and b1ush clearing on the plot of land. The community assistance fund is funded annually with the real estate transfer tax. Third district Levy Court commissioner Allen Angel and at-large commissioner Terry S;;:h;.;rib-..· t(, Fi%;w dn ,J; 1 \n UY- nn Pepper were on hand to laud the project ·s success. RS~ ] ,....ilV:r Fa::1..'b(i(1]; https ://delawarestatenews.net/news/new-dog-park-opens-little-creek/ 7/27/2019

New dog park opens in Little Creek - Delaware State News I Delaware State News Page 2 of 4 '·Everyone was able to do more with fewer resources because we worked together," said Dover Weather Mr. Pepper. "The county probably would ha Ye never bought a piece of land like this to put a dog park in, but because Little Creek came lo us with the idea and were willing to furnish the land, labor and organization, we were able to prO\ide the funds. It turned out to be a great partnership." advertisement Last spring, Mayor Gauv:ry met ,~ith Levy Court Commissioners to propose the concept of having the dog park on town-owned land. Mr. 1\ngel feels that when the county pa1tners with local municipalities, it can spur regrohtb and be a boon for economic activity. f> X 1 Police Say To Carry This DIV Knee Fix? 0 Tragic Girl's Life Could Have Been Saved By This New Safety Device. 'h1s may be the rro'"..I over!ookr.G v,ay tc, 'eii.:-ve sore k.nr,;-.-, (!ry 11 tooay), TrySafePersonaiAlarrn com X 2 The Official TIAA® Site - Greater Dover Extra Financial Tools & Calculators Learn How Our Online Tools Can Help Answer Your Important Financial 0 Questions. ''The historic portion of Little Creek goes back to the' 40s when it was the oyster capital of the world," he said. "Disease killed off a lot oft he oyster bed which damaged that economic activity, and it's taken some time to come back from that. Anything we can do to enhance a community and start bringing people back in is great, because it get ideas flowing and boosts interest in investing." Mayor Guarvy said that even though the park just opened, residents have been rallying around the idea for months. A ''friends of the dog park" group was established to be responsible for maintaining the park after funds were received from the county. The group, starting with only three members, has since ballooned to almost 20 pa1ticipants, said the mayor. "We just recently had someone from the nearby Topknot Canine Center - a dog SMYRNA i.g. Burton ---~ grooming and training business - join the group too," he said. ''V1'e're hoping to attract ..::;_-:..:.':~'!::::..~.:. community involvement and get things like dog training classes here. We think this can The Greater Dover Extra is published once a be a seed that grows into something that drives more resident participation, rather month and mailed to readers in the Dover than just some place people bring their dogs. It has a lot of potential to be a community area. You can also read the free e-newspa!)el', a digital replica of the print building vehicle." edition. Kent County's Tidbury Park on State Street in Dover was built for S22,481 back in 2008. According to Kent County Parks and Recreation Assistant Director Michael Rigby, the purchase included a well, pumps, fencing, concrete, signage, trees, benches, grass seed, fertilizer and lumber. Since then, the park has seen continuous and sustained use, said Mr. Rigby. The commissioners and mayor feel that the dog park, in combination with a DNREC- led project to build a fishing pier and boat dock on the Little River, may herald new opportunities for the commercially vacant town of Little Creek. "We've been trying to get behind all sorts of ideas," said Mr. Angel. ''We've talked to the mayor and DNREC, suggesting things like holding a regatta boat race from Leipsic to Bowers with Little Creek as its center - even trying to rebuild the old Port Mahon lighthouse back up as a point of interest on the Delaware Baysbore Byway." https://delawarestatenews.net/news/new-dog-park-opens-little-creek/ 7/27/2019

1~cw uug parK up~ns m Little creeK - ue1aware ::;tate News I Delaware State News Page 3 of 4 Mr. Pepper encourages other small towns to approach the Levy Court with community- building project ideas. "We're always looking for partnerships like this, anything that makes the community a better place and biings people together," he said. "Between this park and the docks coming up on the south part of town, I feel like people will start to see that Little Creek is worth looking into." As the first dogs began relieving themselves at the park on Saturday morning, officials cheered that it had officially been "christened.'. The handicap-accessible park is now open to the public free of charge. Staff writer Tan Gronau can be reached at 741-8272 or iyrmwu@newim1p.com Tags: Animals · Featured · Little Creek Related l.ittk Creek gets n.·a,!y l:o Lev,v Court f(l con~id1•r Big pf:nv•, for Li1·1k Cre1.:k: un!t!ash du_;1. park (nnding Little Crc1:k dug part .~i~\if• ~nd t'OqHt: !nvc·,,tmenti.:; ;..:.1-c hP)pin~ liJ '-.tir !ov,n hrOV"dh Newsletter Subscribe to the Delaware State N cws daily email newsletter email address Subscnbe Comments Yon are encouraged to leave rele,·ant comments but engaging in pen;onal attacks. threats. on line bullying or commercial spam will not be allowed. All comments should remain "ithin tbe bt>unds of fair play and civility. (You can disa;;ree with others courteously. \\ithout being disagreeable.) Feel free to express yourself but keep an open mind toward finding \'alue in what others say. To report abuse or spam, click the X in the upper right corner of the comment box. Fa ceboo k c:01runer1 t. 0 Comments Sort by Top This thread is closed Facebaok Ccmrnents P!ugm fc, X 9 Benefits Seniors Seniors Should Be Getting these 9 Discounts and Get in 2019 Benefits, But Most Fail to Claim Them https://delawarestatenews.net/news/new-dog-park-opens-little-creek/ 7/27/2019

New dog park opens in Little Creek - Delaware State News I Delaware State News Page 4 of 4 i :101q lnd,:p\;nddii :\,:t•,,.mwk, fl1:•, t. ~.\ \Ji n--,,:1 <.·,;,! ~V1:rd!>rl'.<i.' T!bl1t:-Jt•>i12.n1:d i1v Th1:m< .runki1 https ://delawarestatenews.net/news/new-dog-park-opens-little-creek/ 7/27/2019

COMMITTEE ACTION FORM PROCEEDING: Council Committee of the Whole – Parks, Recreation & Community Enhancement Committee DEPARTMENT OF ORIGIN: City Manager’s Office DATE SUBMITTED: October 6, 2020 PREPARED BY: Matt Harline, Assistant City Manager SUBJECT: Gate/Park Security at Schutte Park REFERENCE: RELATED PROJECT: N/A REVIEWED BY: City Manager, Donna Mitchell EXHIBITS: N/A EXPENDITURE REQUIRED: $2,000 - $30,000 (estimate) AMOUNT BUDGETED: None FUNDING SOURCE (Dept./Page in CIP & Budget): Various TIMETABLE: ASAP STAFF RECOMMENDATION: 1. Create signage that specifies the hours for Schutte Park. 2. Proceed with a gate at the entrance to the main parking lot to the John W. Pitts Recreation Center. 3. Pursue options for a second gate across Electric Avenue directly south of the main entrance to the Pitts Center. 4. Look into installing security cameras in the Pitts Center Parking lot and near the skate park/dog park/playground areas. BACKGROUND AND ANALYSIS The John W. Pitts Recreation Center opened in April of 2008 at 10 Electric Avenue and has largely operated without major incidents. Recently a raucous party that included students at Delaware State University led to a homicide in the Pitts Center parking lot. However, in addition to the recent tragedy, we have had several occasions where cars have driven off Electric Avenue where the road bends to the east at a 90◦ angle. In the most recent accident, a car drove through the fence and did some damage near the water pump station. Finally, we have had some problems with illegal dumping in the area. Remember, with the Van Sant power plant and the permitted yard waste area, this area is under the supervision of DNREC, and we are obligated to minimize illegal dumping. After studying the issue for the past week with the leadership in Parks, Recreation and Grounds, the Police Department, Central Services, Public Works and the Mayor we have developed a plan for review. The Electric Department, NAES and the Water/Wastewater Departments have not been involved any great degree yet, and we only have very general cost estimates. The plan involves four parts. We need to improve signage that clearly states when the park is open, and when people will be trespassing. Currently there is none. The exact location and wording will be worked out by staff. We are also pursuing a possible ordinance that says gatherings in the City park of more than 100 people require a permit to rent a space, or an event permit. The details and legality of this have not been researched, but this has been a problem in other parks as well.

Based on the problem with vehicles accessing the parking lot for one large party that eventually turned violent as well as vehicles that spend the night, limiting access to the parking lot seems wise. This refers to the RED GATE (1). City staff is moving forward with this project which we estimate will cost less that $1,000 to purchase and install. A second automated gate, the ORANGE GATE (2), is also recommended. Advantech has a possible solution that would allow access by an employee badge or a badge/key card given to other approved individuals. It would be possible to give Proctor & Gamble a remote code that would allow them to open the gate from their guard tower. This would allow them to allow construction vehicles through the gate if they expand their facility in the future or for access to shipping trailers. Finally, for other consideration that would be memorialized in a written agreement, P&G might be willing to manage a small number of “badges” to allow other individuals to access the other facilities such as contractors at the Van Sant power plan. None of these options would create a perfect security solution as it is financially and practically important to prevent pedestrian traffic and the individual who is willing to risk their vehicle by driving through the tree line. Some additional fencing will be necessary to make the gates effective, but it is suggested that additional security cameras be purchased and added to the City network. The short term and annual costs have not been totaled yet. Additional fences will remain in place at the Van Sant Generator and at the entrances to the yard waste area. We will also evaluate if additional traffic safety measures may be needed to prevent vehicles from missing the turn and colliding with the Water Department facilities At the Committee meeting on Tuesday, October 13, we are asking for direction to pursue a full-cost analysis of an automated gate and for staff to identify funding sources. Staff would also develop the cost to install and maintain security cameras on the Pitts Center and/or the new Parks Operations and Maintenance building. It may be useful to install cameras at the card reader at the gate and from positions that can visualize the area where the skate park, and dog park are planned and where the playground and pavilion already are. City staff plans to proceed with the gate across the main parking lot and the signage.

Downtown Dover Partnership Main Street Dover 101 W. Loockerman Street, Ste 1A Dover, DE 19904 {302)678-2940 Attachments for 10-13-20 Council Committee of the Whole meeting: • Talking points for Oct. 13, 2020 meeting • Proposed ordinance revisions, per City Solicitor • Revised MOU from vendor, Colonial Parking Inc. MAIN STREET AMERICAN d/ro!ediled

DOWNTOWN DOVER PARTNERSHIP PARKING SOLUTIONS OCTOBER 13, 2020 meeting: Summary for Member of the City of Dover Legislative, Finance, and Administration Committee and Council as a Committee of the Whole, meeting of October 13, 2020: On June 2, 2020, the Downtown Dover Partnership met with the City Council of the Whole and presented the need for a comprehensive, unified parking solution for downtown Dover. Such a solution would provide for efficiency,· convenience and value that comes with a well-designed, effective, comprehensive parking solution that combines both SMART technology with user- friendly mechanics, suitable for the broadest range of ages and abilities. Prior to the June 2 meeting earlier this year, in the fall of 2019 the Downtown Dover Partnership requested and received permission from the City to explore parking solutions f or the central business district, and to include the city's real estate to ensure a unified solution. As a result, the DDP processed a formal Request For Information in January 2020 and the board unanimously agreed that Colonial Parking Inc. was the most qualified vendor to work with the DDP and its partners to develop and implement such a solution. This summer, in response to the June 6 City Council of the Who/e's request, the DDP worked with the City Solicitor to review the current ordinances that relate to city parking, use of city streets, meters, enforcement and anything else related to the intended development of a parking solution. In addition, ·s everal edits were made to the proposed Memorandum of Understanding between the DDP and Colonial Parking. This document is in your packet. (Primary changes: Establish parking fee and fine structure, in adherence to City of Dover ordinance," and "Determine portion of parking fine revenue to be paid to City of Dover...") NOTE: The ordinance change will cost the City no lay out of funds, and relieves one- to two police officers from downtown parking enforcement. At this time, and having completed the due diligence necessary to proceed, the DDP now seeks favor from City Council to move forward. Specifically, we seek your blessing to: • Sign the MOU {DDP with Colonial Parking Inc.) • Proceed with development of a comprehensive parking solution, with city and public input. • Implem ent the parking solution, with a target implementation date of third quarter of the 2021 calendar year. NOTE: It is important to note that proceeding with signature of the MOU to design the parking solution includes blessing to implement that solution. If the implementation does not take place, the DDP will be required to pay+/- $35,000 in planning fees for the solution. With City council member input during the process, there should be no surprises in the final solution. 10-13-20 Downtown Dover Partnership - Parking Solutions This is a follow up summary to Dover City Council subsequent to the June 2, 2020 meeting and proposed ordinance changes to Section 106 of the City Code. Page 1

(Previous) JUNE 6, 2020 meeting: Overview of DDP Parking Solutions project May 20, 2020 Consistent with the business retention, expansion and recruitment components integral to the economic development mission of the Downtown Dover Partnership (DDP), the DDP is seeking cost-effective and efficient solutions to enhance parking capacity and capabilities throughout the comm ercia I core of the City of Dover that stimulate community and economic development and improve parking services, convenience and efficiency to parking users in the downtown business area. To achieve these goals, the DDP has undertaken a thorough process to select best qualified vendor. Overview of RFI process is summarized on Pages 3 and 4. Integral to proceeding with execution of the MOU (separate attachment), and once all necessary legislative action has been successfully completed through the City of Dover Leg & Fin Committee*, is the understanding-that the City of Dover will grant authority to DDP for the responsibility to develop and manage the entire parking solution for the centra l business district of Dover. (For extent of parking areas, reference Exhibits A-1 and A-2 in the attached draft MOU between the DDP and Colonial Parking, Inc.) *Legislative action needed may include: permitting the DDP to utilize city roads for fee- based parking, to install related hardware and signage, to carry out parking enforcement on public streets/lots including co llection of fees, and to enter into a legal/binding agreement with the City and to implement the solution, without additional requests from Counci l. Once the Downtown Parking Program has been fully developed, DDP will report to City Council on the details prior to implementation of that solution. It is important to note that members of Counci l and the public-at-large are invited and encouraged to participate w ith the DDP Parking Comm ittee in the process to design the parking solution, the development of which shall take place after the MOU is executed with selected vendor. Roll-out of final solution/parking plan is targeted for the first half of 2021. 10-13-20 Downtown Dover Partnership - Parking Solutions This is a follow up summary to Dover City Council subsequent to the June 2, 2020 meeting and propose d ordinance changes to Section 106 of the City Code. Page 2

* Parking RFI Summary to date January 15 Issued Parking RFI - Circulated the document nationally via NPA (National Parking Assoc.) and three Delaware statewide news outlets including The State News, The News Journal and The Cape Gazette. The RFI can be viewed at https://www.downtowndoverpartnership.com/ March 16 Five responses to RFI were received: 1. Colonial 2. Dover Parking Partners 3. Flowbird 4. ParkMobile 5. Passport March 18 RFl's were reviewed and discussed by DDP Parking Committee members. o Immediate concurrence to rule out one respondent. (Too many questions; no strategy offered by Dover Parking Partners.) o DDP staff noted to take into consideration that current staff responsibilities include oversight of many volunteer committees and working groups (within comm ittees) in addition to oversight of DDP-owned properties and maintenance thereof. The decision for DDP to continue to ful ly manage parking would require add itional staff. o DDP staff noted a recent experience with one vendor to be marginal. (Flowbird) o Several in the meeting expressed having good experiences with two of the respondents. March 23 Questions were sent to three responders (Colonial, ParkMobile, Passport) for written response within two weeks: 1. What is the pricing/fee structure of your company's parking solut ion? Including daily "to park" fee(s); hardware, software, staffing/management if necessary/option pricing; other. (You/Your company may have already provided th is; nevertheless, we ask that you please provide it succinctly and clearly at this time.) 2. Demonstrate/Describe how your solution will keep current with all kinds software and communications going forward, while keeping Dover's streets free of, or to a minimum, unnecessary hardware, including meters, kiosks, signage, etc. 3. How does your solution provide for both mobile and non-mobile technology? For instance, what are the options for seniors and visitors who do not have an account already set up? How are groups such as elderly, handicapped, non-tech, etc., accommodated? 10-13-20 Downtown Dover Partnership - Parking Solutions This is a follow up summary to Dover City Council subsequent to the June 2, 2020 meeting and proposed ordinance changes to Section 106 of the City Code. Page 3

4. Are there ways to streamline (any further efficiencies, budget, options or otherwise) your solution beyond or different from what you 1 ve already provided in the formal response? 5. Is there anything else you would like to detail or comment on regarding your company or parking solution to reinforce or supplement what you 1 ve already provided in your formal response? March 26. Three DDP representatives (Todd Stonesifer, Dave Hugg, Diane Laird) participated in reference calls with the following: Winchester Thurs, Parking Authority Winchester, Corey Executive Parkmobile Mar26 1:30 Parking VA MacKnight Director Courtney Mulvanity & Thurs, Marvin Parking Passport Mar 26 2:00 City of Newark Newark, DE Howard Supervisor Thurs, Queen Street Lancaster, William Colonial Mar 26 2:15 Parking Lot PA Krasne Principal Thurs, Town of Dewey Dewey Parkmobil e Mar26 2:30 Beach Beach, DE Scott Koenig Town Manager Thurs, Avenue North- Patrick VP of Site Colonia l Mar 26 2:45 Shuttle Service Newark, DE Honeycutt Development April 7. Conference call was held with Colonial to further confirm details of proposed service. April 21. DDP Parking Committee meeting. Reviewed process, concurred on recommended action to board. Unanimou s committee approval to make recommendation to DDP to proceed with MOU. April 22. DDP Board meeting. Unanimous board approval to proceed with MOU. April 23. Call held with Colonial. Discussed next steps, including development of MOU. NEXT STEPS: DDP work with Leg & Fin Committee to prepare for presentation to City Council to request concurrence to proceed with MOU to design and implement a comprehensive parking solution. 10-13-20 Downtown Dover Partnership - Parking Solutions This is a follow up summary to Dover City Council subsequent to the June 2, 2020 meeting and proposed ordinance changes to Section 106 of the City Code. Page 4

Version 2 - 7/28/2020 NOTE BY DL 10-6-20: Black- current wording, Blue - additions, Red - deletions CITY OF DOVER ORDINANCE# 2020-XX BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, AND IN COUNCIL MET: That Chapter 106, of the Dover Code of Ordinances, Traffic and Vehicles, Article 111, Stopping, Standing and Parking, Division 2 Metered Parking and Division 4, Downt own Pa rking shall be amended to facilitate creation of a metered parking system for the downtown business district, as follows: Sec. 106-161. Payment for leasing Parking Meters. The payment for the leasing or purchase of parking meters w ithin the designated area is to be provided by the Downt own Dover Partnership solely from the receipts, funds and revenues obtained by the city Partnership from the operation of the parking meters system . Sec. 106-162 - Marking parking spaces and erecting meters a) Upon those street or portions of streets which the city council has designated as parking meter zones, the city manager shall cause parking spaces to be marked on the curb or pavement, or by other appropriate means, shall cause a parking meter to be erected at each space so marked, the Downtown Dover Partnership shall be authorized to install a parking meter at each space or series of spaces so marked, as they deem appropriat e. b) The City Council may authorize the City Manager to enter into an agreement with the Downtown Dover Partnership to manage parking on City-owned lots wit hin the designated area and extend t he installation and management of a parking system thereon. 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 in Appendix F - Fees and Fines in accordance with t he provisions of Sec. 106-212, fines and fees set by the Downtown Dover Partnership. 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 in Appendix F - Fees and Fines in accordance with the provisions of Sec. 106-212, fees and fines set by the Downtown Dover Part nership. Sec. 106- 181. Definitions. Enforcement Officer means the hea lth inspecto r any duly authorized person granted authority in writing to enforce parking regulations by the Downtown Dover Partnership or any member of the police department.

Sec. 106-211 Definitions. "Designated Area" means those areas streets or portions of streets within the downtown business district and any city-owned parking lot controlled by the Dover Pa rking Authority so designated by the City Council as parking meter zones to be controlled by the Downtown Dover Partnership. "Downtown business district" means that part of the city bounded by and including South State Street, North Street, Queen Street and Reed Street, and any other areas designated by the chief of police and the city manager. Sec. 106-212. Downtown Dover Partnership authority and parking limitations. (e) Within the designated area, the Downtown Dover Partnership shall have the authority to establish parking regulations and policies consistent with Chapter 106, as deemed appropriate, including, but not limited to, the installation of parking meters, setting and collection of parking fees, enforcement of parking regulations and collection of fines, and shall retain all receipts therefrom . Sec. 106-213 Effective date and duration: This ordinance shall be effective upon the designation of the parking meter zones and shall be reviewed at the end of the first two years and at least every five years thereafter to ensure that the purposes of this ordinance are being achieved and may be void if not effective. Synopsis This ordinance grants the authority to the Downtown Dover Partnership to install and manage parking meters within parking meter zones designated by the City Council in the Downtown Development District, and t o retain the proceeds from such operation. Black - current wording, Blue - additions, Red - deletions DSH 7/25/2020

April 27, 2020 Diane Laird Downtown Dover Partnership IOI West Loockerman Street, Suite 1-A Dover, DE 19901 Dear Diane: The following Memorandum of Understanding (MOU) has been developed to establish the basis for an agreement between the Downtown Dover Partnership, ("DDP") and Colonial Parking, Inc. ("CPI") for the development, implementation and management of the Downtown Dover Parking Program in Downtown Dover, DE (the "Program"). Consistent with the business retention, expansion and recruitment components integral to the economic development mission of the DDP, the DDP is seeking cost-effective and efficient solutions to enhance parking capacity and capabilities throughout the commercial core of the City of Dover that stimulate community and economic development and improve parking services, convenience and efficiency to parking users in the downtown business area. In order to achieve these goals, the relationship between DDP and CPI shall be subject to the following terms and conditions: I. The Program shall consist of developing parking policies for the Downtown Dover Business District On-Street parking consisting of238-spaces as illustrated in Exhibit "A-1" - Downtown Dover On-Street Parking and the Off-Street parking facilities consisting of3- parking facilities, (i) Bradford Street Lot, (ii) Minor Street Lot & (iii) Governors Avenue Lot, with a total of222-spaces as illustrated in Exhibit "A-2" - Downtown Dover Off-Street Parking Facilities. 2. Development of the Program: a. CPI shall work with DDP to develop the details of the Progran1 including: i. Confirm parking inventory, ii. Establish parking fee and fine structure, in adherence to Citv of Dover ordinance. iii. Determ ine portion of parking fi ne revenue to be paid to City of Dover..._ __ __ _... -( Fo rmatted: Condensed by 0.1 pt tth.iY,___Developee specifications for parking fee collections system, Multi- Space Meters (MSMs), w-:_v._ _Develop the procedures for Contract (Monthly) Parking program in Off-Street Facilities, -r._vi_ . __Develop specifications for Pay-by-Phone/Mobile Payment options for MSMs,

~~­ Colonial Parking 4¥ ¥hvii. Determine the legal requirements for on-street parking enforcement and scoff law collections. ¥thviii. Evaluate off-street parking facilities for Electric Vehicle (EV) Charging, -v-tthi&__Evaluate cost-benefit of setting up parking availability with On-Line Reservations (Spot Hero+ others), ttt,&....__Develop Marketing Program for the Program to include public meetings to inform prior to the final roll-out/implementation of the Program, i'r..hl,___Review graphics/signage for Downtown Dover wayfinding and parking, l4xii. Develop Pro Forma/Budget of Revenue and Expenses for Program as more details are available from above efforts, ~xiii. Develop an Implementation Schedule for the above work. _b. The costs of developing the Program shall be paid by CPI during the course of the development of the Program, estimated to be $37,900. 1. If after the development of the Program, DDP and CPI proceed with executing a Management and Operation Agreement for the implementation & management of the Program, the costs of developing the program will absorbed by the program and paid over the initial 5- year tenn of the Program. ii. If after the development of the Progran1, DDP decides not to proceed with the implementation of the Program, CPI shall be reimbursed the full cost of developing the Program by DDP. 2. Implementation of the Program / Management and Operation Agreement: a. DDP and CPI may enter into a Management and Operation Agreement ("M & O Agreement") for the implementation and management of the Program at the completion of the development of the Progran1, solely at DDP's option. b. The Management and Operation Agreement shall be for a term of not less than five (5) years and provide DDP with three (3) additional options to extend offive (5) years each. c. CPI shall implement the Program as developed during the Development Phase to include the following: i. Distribute the specifications for parking fee collections system, Multi- Space Meters (MSMs) and obtain proposals from prequalified MSM equipment Vendors, ii. Evaluate MSM proposals, 2

iii. Select the MSMsNendor0, 3

-~SP~ Colonial Pa!!<ing iv. CPI will manage the procurement and funding of the purchase and installation of the MSMs, v. CPI will manage the installation of the MSM system, vi. Develop the procedures to implement the MSM system, vii. Set-up facilities for purchase of a parking space through CPI's on-line registration system, viii. Issue customer credential for parking facility (barcoded electrostatic sticker), ix. Implement Pay-by-Phone/Mobile Payment options for MSMs if deemed appropriate, x. Establish enforcement method for the Program both on-street and off- street (Transient & Contract Parking Customers), xi. Develop On-Line Presence for addition to www.ColonialParki111?.com, xii. Set-up Program facilities on Colonial Customer Care Portal (Zephire), xiii. Implement Electric Vehicle (EV) Charging at off-street facilities if deemed appropriate, xiv. Implement On-Line Reservations (Spot Hero+ others) if deemed appropriate, xv. Implement Marketing Program for the Program to include public meetings to inform prior to the fina l roll-out/implementation of the Program, xvi. Implement with DDP assistance and grant funding already available, graphics/signage for Downtown Dover wayfinding and parking, xvii. Finalize Budget of Revenue and Expenses for Program, xviii. Execute the Implementation Schedule as prepared and approved during the Development Phase of the project. d. Upon completion of the Implementation Phase of the Program and during the tenn of the M & 0 Agreement, CPI shall manage the Program providing the fo llowing services to DDP: i. CPI shall supply, train, and supervise the employees necessary for the management of the Program, ii. CPI shall carry out DDP's policies and execute directives petiaining to the management of the Program, 4

-~~- Colonial Parking cu iii. CPI shall be responsible for the general maintenance of the off-street parking Facilities including the general housekeeping and routine repairs like cleaning, trash removal, line painting, maintenance of signs & markings and maintenance of the parking equipment. iv. The parking facilitv Owner. whether DDP or the Citv of Dover. shall be responsible for all off-street parking facilities maintenance and repairs of a capital nature, including, but not limited to: mechanical, electrical, plumbing, surface repair, replacement of all light bulbs, ballasts and other lighting components, repairs to any walls and floors, and sinkholes. w-;_,_v,_ . - ~ A~l~l=c,..,_ it).',_·...,_re=.:g,.,i""st"'e,., re,.,,d'--'1-'i"e,' .,_h,_,_t_, p" 'o.,_,le,,,s'-'(.,,_ as"--'-'- nu""n" '1=er,_,i_c""a""'l.,_, ly'-i,., d"'e,_nt,_,_i,_ ,_fi"e'd"--"'b.,_ v..,_,tl"-'1e,....C= it.,_,v) will be maintained bv the Citv of Dover. v-:_vi_. __CPI shall impose and collect parking charges for all users of the Program in accordance with the parking fees determined from time to time by the DDP, with recommendations from CPI. -v-hvii. CPI shall pay all necessary, proper, and reasonable expenses of managing the Program as set forth in an operating budget prepared by CPI, subject to DDP's prior writ1en approval. ¥tt-:viii. CPI shall cause all receipts from the Progran1 to be promptly deposited in CPI's bank account. Disbursements from the account shall be made by CPI to pay all expenses of the Program. -\4&.!&__At the end of each month, CPI shall prepare and submit to DDP a monthly and Year-To-Date summary ofrevenue, expenses, and the resulting net operating income illustrating the actual revenue & expenses vs. budget, per line item, for the Program by the 15th of the following month. ~&__Net operating income may be (1) reserved by CPI for future expansions of the Program as directed by DDP, (2) paid to DDP with the delivery of the monthly statements or (3) a portion reserved by CPI for future expansions of the Program as directed by DDP and a portion paid to DDP with the delivery of the monthly statements. ~ ~CPI shall provide comprehensive insurance coverage for the Progran1, the costs of which shall be included in the operating budget for the Program. 4xii. CPI shall apply for and secure, in its own name, all municipal permits and licenses required for the Program. 5

Should the above terms meet with your approval, please indicate by signing below and returning the signed original to me. If you have any questions or require additional information, please do not hesitate to call. I may be reached at the office at (302) 651-3606, on my cell phone at (302) 218-715 1 or by e-mail at jhatfield<@colonialparking.com whichever is most convenient. Very truly yours, Jed Hatfield President 6

~~­ Colonial Pa~ing Agreed and Accepted this _ _ day of _ __ _ ___ , 2020 Downtown Dover Pa1tnership By: Signature By: Diane Laird Name (Print or Type) Title: Executive Director 7

8

-~~- Colonial Pa~ing Exhibit A-2 Downtown Dover Off-Street Parking Facilities 9

FIRST READING CITY OF DOVER ORDINANCE #2020-12 1 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN 2 COUNCIL MET: 3 4 That Chapter 106 - Traffic and Vehicles, Article III. - Stopping, Standing and Parking – Division 2. – 5 Metered Parking, be amended by inserting the text indicated in blue font and deleting the text indicated in 6 red strikeout as follows: 7 8 DIVISION 2. - METERED PARKING 9 10 Sec. 106-161. - Payment for leasing parking meters. 11 12 The payment for the leasing or purchase of parking meters within the designated area is to be 13 provided by the Downtown Dover Partnership solely from the receipts, funds and revenues obtained by 14 the city Partnership from the operation of parking meters systems. 15 16 (Code 1968, § 31-72; Code 1981, § 13-46) 17 18 Sec. 106-162. - Marking parking spaces and erecting meters. 19 20 (a) Upon those streets or portions of streets which the city council has designated as parking meter 21 zones, the city manager shall cause parking spaces to be marked on the curb or pavement, or by 22 other appropriate means, and shall cause a parking meter to be erected at each space so marked the 23 Downtown Dover Partnership shall be authorized to install a parking meter at each space or series 24 of spaces so marked, as they deem appropriate. 25 26 (b) The city council may authorize the city manager to enter into an agreement with the Downtown 27 Dover Partnership to manage parking on city-owned lots within the designated area and extend the 28 installation and management of a parking system thereon. 29 30 (Code 1968, § 31-70; Code 1981, § 13-47) 31 32 Sec. 106-163. - Use of meters required. 33 34 (a) Payment. Upon entering a parking meter zone when the parking meter regulations are in effect, 35 the operator of a vehicle shall immediately make the required payment in U.S. currency by coin, 36 cash, debit card, credit card, or other acceptable method of payment, in the parking meter situated 37 at or near the parking space and operate the meter according to the instructions thereon. Failure to 38 make the required payment shall result in a fine as provided for in Appendix F—Fees and Fines in 39 accordance with the provisions of Sec. 106-212 - Downtown Dover Partnership authority and 40 Parking limitations., fines and fees, set by the Downtown Dover Partnership. 41 42 (b) Payments accepted. All parking meters shall be adjusted so that when properly operated, payments 43 may be made at any time throughout the time range of the meters, with each payment permitting 44 the vehicle to be parked in a metered parking space for a period as provided for in Appendix F— 45 Fees and Finesin accordance with the provisions of Sec. 106-212 - Downtown Dover Partnership 46 authority and Parking limitations., fees and fines, set by the Downtown Dover Partnership. 47

Proposed Ordinance #2020-12 - Chapter 106 – Traffic and Vehicles Page 2 48 (c) Overtime parking. It shall be unlawful for any person to allow a vehicle to remain parked in a 49 parking meter zone for a period of time in excess of that prescribed in subsection (b) of this section 50 for the particular payment. It shall be prima facie evidence of an overtime parking violation when 51 the parking meter shall indicate by proper signal that the lawful parking period has expired. 52 53 (d) Exceptions. The use of parking meters shall not be required on Sundays and legal holidays. 54 55 (Code 1968, §§ 31-73, 31-74; Code 1981, § 13-48; Ord. No. 2009-09, 6-22-2009; Ord. No. 2015-09, 6-8- 56 2015 ) 57 58 Sec. 106-164. - Violations; penalties. 59 60 (a) Generally. Any person convicted of violating the provisions of this article or of aiding, abetting or 61 assisting in the violation of said provisions shall be sentenced to pay a fine as provided for in 62 Appendix F—Fees and Fines. 63 64 (b) Enhanced civil enforcement authority. If three or more violations of this article have been issued 65 to a vehicle and those violations are more than 30 days past due, or if accumulated unpaid 66 violations of this article exceed more than $100.00, the vehicle shall be subject to enhanced civil 67 enforcement, as follows: 68 69 (1) Such vehicle found parked on any street in the city shall be immobilized by any police 70 officer or parking enforcement employee of this city in such manner as to prevent its 71 operation. Any vehicle so immobilized or impounded shall not be released to its lawful 72 owner until all unpaid violations and applicable administrative fees issued to such owner 73 have been discharged by payment in full, together with payment for the costs of 74 immobilizing, releasing, and storing such vehicle. The owner shall sign a receipt for such 75 vehicle. Payment for any such towing shall be in accordance with the towing costs outlined 76 in the current agreement between the police department and the towing operator. If the 77 vehicle is a tractor-trailer combination, the trailer may be released to an authorized agent 78 if the tractor-trailer is immobilized pursuant to this section. 79 80 (2) In any case involving immobilization of a vehicle pursuant to this section, the police officer 81 or parking enforcement employee shall place on such vehicle, in a conspicuous manner, 82 notice sufficient to warn any individual that such vehicle has been immobilized and that 83 any attempt to move such vehicle might result in damage to such vehicle. 84 85 (3) Any vehicle remaining immobilized and not released for 24 hours may be towed and 86 impounded at the direction of a police officer or parking enforcement employee. 87 88 (4) Any person who unlawfully removes a device for immobilization of a vehicle shall be fined 89 as provided for in Appendix F—Fees and Fines. 90 91 (5) Any person who tows or otherwise moves an immobilized vehicle without authorization 92 by the chief of police or his designee shall be fined as provided for in Appendix F—Fees 93 and Fines. 94

Proposed Ordinance #2020-12 - Chapter 106 – Traffic and Vehicles Page 3 95 (c) Cost. No cost will be assessed if payment of the penalty as hereinbefore imposed is voluntarily 96 paid without the necessity of a hearing before the proper official. 97 98 (Code 1968, § 31-77; Ord. of 8-25-1971, § 1; Code 1981, § 13-49; Ord. No. 2009-09, 6-22-2009; Ord. 99 No. 2011-22, 9-26-2011; Ord. No. 2015-09, 6-8-2015 ; Ord. No. 2015-16, 10-26-2015 ; Ord. No. 2016- 100 05, 2-22-2016 ) 101 102 Secs. 106-165—106-180. - Reserved. 103 104 BE IT FURTHER ORDAINED: 105 106 That Chapter 106 - Traffic and Vehicles, Article III. - Stopping, Standing and Parking – Division 3. – 107 Removal and Disposition of Illegally Parked or Abandoned Vehicles, Sec. 106-181. - Definitions, be 108 amended by inserting the text indicated in blue font and deleting the text indicated in red strikeout as 109 follows: 110 111 The following words, terms and phrases, when used in this division, shall have the meanings 112 ascribed to them in this section, except where the context clearly indicates a different meaning: 113 114 Enforcement officer means the health inspector any duly authorized person granted authority in 115 writing to enforce parking regulations by the Downtown Dover Partnership or any member of the police 116 department. 117 118 (Code 1981, § 13-56) 119 120 BE IT FURTHER ORDAINED: 121 122 That Chapter 106 - Traffic and Vehicles, Article III. - Stopping, Standing and Parking – Division 4. – 123 Downtown Parking, be amended by inserting the text indicated in blue font and deleting the text indicated 124 in red strikeout as follows: 125 126 DIVISION 4. - DOWNTOWN PARKING 127 128 Sec. 106-211. - Definitions. 129 130 As used in this division, all terms shall have the same meaning as provided in 21 Del. C. § 101 et 131 seq., unless the context requires otherwise. In addition, the following terms shall have the meanings 132 indicated: 133 134 Designated area means those areas streets or portions of streets within the downtown business 135 district and any city-owned parking lot controlled by the city parking authority so designated by the city 136 council as parking meter zones to be controlled by the Downtown Dover Partnership. 137 138 Downtown business district means that part of the city bounded by and including South State 139 Street, North Street, Queen Street and Reed Street, and any other areas designated by the chief of police I 140 - and the city manager. 141

Proposed Ordinance #2020-12 - Chapter 106 – Traffic and Vehicles Page 4 142 (Code 1981, § 13-70; Ord. of 12-11-1995) 143 144 Sec. 106-212. -– Downtown Dover Partnership authority and Parking limitations. 145 146 (a) Overtime parking. No person shall stop, stand or park a vehicle within any designated area for a 147 longer period of time than is permitted by the applicable traffic control device. 148 149 (b) Evading time limits. No person shall move a vehicle from one parking space to any other parking 150 space for the purpose of evading time limitations on parking. There shall be a rebuttable 151 presumption that any vehicle that is moved from one space to another space in the immediate area 152 has been moved for the purpose of evading time limitations on parking. 153 154 (c) Second ticket. A second parking ticket may be issued for the same violation, provided that more 155 than two hours have elapsed since the issuance of the first ticket. No more than two parking tickets 156 may be issued per day for violating subsection (a) of this section. 157 158 (d) Towing of vehicles. Vehicles parked in a time-limited zone in excess of 24 hours may be towed. 159 160 (d)(e) Within the designated area, the Downtown Dover Partnership shall have the authority to establish 161 parking regulations and policies consistent with Chapter 106 – Traffic and Vehicles, as deemed 162 appropriate, including, but not limited to, the installation of parking meters, setting and collection 163 of parking fees, enforcement of parking regulations and collection of fines, and shall retain all 164 receipts therefrom. 165 166 (Code 1981, § 13-71; Ord. of 12-11-1995; Ord. of 10-22-2007) 167 168 Secs. 106-213 – Effective date and duration: 169 170 This ordinance shall be effective upon the designation of the parking meter zones and shall be 171 reviewed at the end of the first two years and at least every five years thereafter to ensure that the purposes 172 of this ordinance are being achieved and may be void if not effective. 173 174 Secs. 106-214—106-234. - Reserved. 175 176 177 ADOPTED: * 178 S:\ORDINANCES\2020\DRAFT\ORDINANCE #2020-12 - CH 106 - TRAFFIC AND VEHICLES\PROPOSED ORDINANCE #2020-12 - CHAPTER 106 - TRAFFIC AND VEHICLES.DOCX 179 180 SYNOPSIS 181 This ordinance grants the authority to the Downtown Dover Partnership to install and manage parking 182 meters within parking meter zones designated by the City Council in the Downtown Development District, 183 and to retain the proceeds from such operation. 184 185 (SPONSORS: NEIL AND HUGG) 186 187 Actions History: 188 10/12/2020 – Scheduled for First Reading – City Council 189 09/29/2020 – Introduction – Council Committee of the Whole/Safety Advisory and Transportation Committee

COMMITTEE ACTION FORM PROCEEDING: CCW – Legislative, Finance and Administration Committee DEPARTMENT OF ORIGIN: Police DATE SUBMITTED: 9/16/20 PREPARED BY: Captain Chris Hermance / Administrative Division Commander Fiscal Year 2020 Edward Byrne Justice Assistance Grant Program – SUBJECT: Joint Grant with Smyrna Police Department & Kent County REFERENCE: Annual Recurring Grant Funding RELATED PROJECT: N/A APPROVALS: City Manager, Controller/Treasurer EXHIBITS: None EXPENDITURE REQUIRED: $58,395 PROJECT BUDGET: $60,000 FUNDING SOURCE (Dept./Page in CIP & Budget): USDOJ Grant (Fund 207, Div 33) TIMETABLE: The grant was awarded on 9/19/20 and accepted on 9/21/20. Grant items will be ordered 30 days after council approval in accordance with the grant special conditions. RECOMMENDED ACTION: Approve the grant project as requested. BACKGROUND The Dover Police Department recently received its annual allocation from the Office of Justice Programs (OJP) for the 2020 Justice Assistance Grant (JAG). Similar to previous years, Dover Police Department was identified as a disparate funding agency along with Smyrna Police Department and Kent County. This disparate condition requires the submission of a joint grant application for the three agencies. No funds were designated for Kent County because they are not eligible for an award from this program since there are no criminal justice services provided at the county level. These services are either provided by the municipal police departments or by the State. A Memorandum of Understanding was completed and signed by all three agencies and states that Kent County is not eligible for funding on the grant. The Dover Police Department will serve as the fiscal and administrative agent for the grant. The following table shows the breakout for the grant funds: Department Amount Dover Police Department – parking enforcement system & fleet key management system $48,061 Smyrna Police Department – continuation of the mental health partnership program from the 10,334 grant program last year Grand Total $58,395 ACTION REQUESTED The Council Committee of the Whole approve the application for this grant and the purchases identified.

Department Grant Application Analysis Form For Use in Evaluating Grant Opportunities General Information Department: Police Staff Contact: Capt Hermance Grant/Project Title: FY20 Byrne Memorial Justice Assistance Grant (JAG) Brief Grant/Project Description: Recurring formula based Federal grant program which provides funding for various Law Enforcement programs. This grant is a joint grant with Smyrna Police Department and Kent County. The disparity of funding between the entities exists because there are no criminal justice services (prosecution, incarceration, law enforcement, etc.) provided at the county level, so the county is not eligible for a direct award under this program. Application Information Due Date: 8/19/20 New • Related Grants: Recurring ~ Previous years’ grants Anticipated Award Date: 11/1/20 Anticipated Notification Date: 11/1/20 Start Date: 10/1/20 End Date: 9/31/22 Award Amount: $58,395.00 Cash • Reimbursement Approx. reimbursement turn-a-around time 1-2 weeks Council Approval Needed: Yes No • Which apply? Match amount • (Council approval is needed for grant projects > $25,000, when match amounts Project shortage • equal or exceed $25,000, or when expressly required by the granting authority.) Other grant requirement ~ Grant/Project Costs Match Budget Category Award Amt Match Amt Source Contractual 0.00 0.00 Equipment/Supplies $48,061.00 $0.00 Not Applicable Indirect Cost (ie, vehicle repairs, mileage, IT, 0.00 0.00 telephone) Personnel 0.00 0.00 Additional Personnel/Over-time (ie, support costs, 0.00 0.00 administrative salaries) Travel/Training 0.00 0.00 Contract Services 10,331.00 0.00 Not Applicable Other (ie, informant/buy money) 0.00 0.00 Total $58,395.00 $ 0.00 GRANT TOTAL $58,395.00 Award + Match

Department Grant Application Analysis Form For Use in Evaluating Grant Opportunities Other Information 1. Are any of this project’s costs included in the City budget? Yes, a portion of the purchase cost ($31,440 grant funded & $569.80 police budget) for the parking enforcement system will be expensed to the FY21 police budget. Recurring maintenance fees for both systems will be included in the FY22 budget. Purchase Warranty Annual System Price Period Maintenance ---------------------------------------------------------------- Parking Enforcement $32,009.80 12 mos $7,378.20 Fleet Key $16,621.00 12 mos $599.00 Management The large majority of the cost for the parking enforcement system ($5,700) is for DELJIS compliant cloud storage which provides ticket writers real time data to ticket/boot violators and enables on-line payments. Coordination with Customer Services and Finance will be needed to establish the process for receiving on-line payments. The current parking enforcement system in use is the Cardinal system. The pricing above upgrades the system with numerous improved features. These improvements will enhance workflow, accountability, tracking and revenue generation for all DCOs issued by the Department. The DCO enforcement not only covers parking but all other revenue generating city ordnance violations issued within the scope of law enforcement. The DDP parking systems and collection of parking revenue generated by them will be independent of the Police Department and its collection system. The revenue generated by the Department is sent to customer service and applied to the applicable accounts. Any funds not collected will be processed through the City’s contracted collection agency. This software will allow us to report revenue quicker and with quantity over the outdated version of Cardinal we have now. A copy of the quotation is attached. The current fleet key management system in use is the KeyTrak system which broke down in August and is not reparable due to its age and the non-availability of parts. Although we reviewed several other systems to replace it, we would like to update/replace it with the newest system version of KeyTrak because the pricing and features needed to maintain strict accountability for our vehicles as well as the old system did in the past, is the best match for our operational needs. A copy of their quotation is attached. 2. Are there any long-term costs or commitments? Maintenance costs for the systems will be picked up by the Dover Police Department budget after the end of the first year warranty period.

3. How will this program/project be funded after the grant expires? Not Applicable. 4. What is the maximum amount of funds available from this funding source? The amounts shown on the preceding table are the maximum amounts available. 5. If the Department receives only a portion of the amount requested, how will the project be funded? The funds are explicitly authorized for Dover PD’s and Smyrna PD’s use, so the full amount will be available. 6. Are there other departments in the City eligible for this funding? No. 7. Are other departments in the City willing to collaborate on this project? Not Applicable. 8. Will this project duplicate or compete with other services or programs provided by the City or other local agency? No.

COMMITTEE ACTION FORM PROCEEDING: CCW – Legislative, Finance and Administration Committee DEPARTMENT OF ORIGIN: Police DATE SUBMITTED: 9/16/20 PREPARED BY: Captain Hermance / Administrative Division Commander SUBJECT: Fiscal Year 2021 Fund to Combat Violent Crime REFERENCE: State Grant Funding RELATED PROJECT: N/A APPROVALS: City Manager, Controller/Treasurer EXHIBITS: None $200,000 budgeted EXPENDITURE REQUIRED: $136,862.70 PROJECT BUDGET: in Fund 209 FUNDING SOURCE (Dept./Page in CIP & Budget): Recurring grant program expenses TIMETABLE: Upon receipt of council approval, the equipment will be bid according to the City’s Purchasing Policy or purchased using State Contract vendors RECOMMENDED ACTION: Approve the grant and intended purchases. BACKGROUND The Fund to Combat Violent Crime Program is a recurring grant program managed by the Department of Safety and Homeland Security for use by local law enforcement agencies in connection with initiatives to combat violent felonies pursuant to Section 4201(c) of Title 11 of the Delaware Code. The first increment of funding was released during FY13. Items requested for grant funding must be supplemental to local funding programmed/budgeted. The summary of the items requested and approved by the Fund to Combat Violent Crimes grant committee on 9/9/20 follows: Approved Items Amount Extra Duty Patrols $56,100.00 DVOC undercover vehicle lease 8,400.00 City wide camera system expansion 56,000.00 FARO digital software and scanning tripods 7,810.00 Riot defense equipment - protective gear 5,000.00 Promotional materials 3,552.70 Total $136,862.70 ACTION REQUESTED The Council Committee of the Whole approve the application for this grant and the purchases identified.

Department Grant Application Analysis Form For Use in Evaluating Grant Opportunities General Information Department: Police Staff Contact: Capt Hermance Grant/Project Title: Police Equipment and Extra Duty Patrols Brief Grant/Project Description: Funding will be used for: Police Extra Duty Patrols ($56,100), DVOC undercover vehicle rental ($8,400), city wide camera system expansion/upgrade ($56,000), FARO digital software and scanning tripods ($7.810), riot defense equipment ($5,000) and promotional materials ($3,552.70) Application Information Due Date: 8/12/20 New • Related Grants: Recurring ~ Previous years’ grants Anticipated Award Date: 9/8/20 Anticipated Notification Date: 9/8/20 Start Date: 9/8/20 End Date: 9/30/21 Award Amount: $ 136,536.66 Cash Reimbursement • Approx. reimbursement turn-a-around time 1-2 weeks Council Approval Needed: Yes No • Which apply? Match amount • (Council approval is needed for grant projects > $25,000, when match amounts Project shortage • equal or exceed $25,000, or when expressly required by the granting authority.) Other grant requirement • Grant/Project Costs Match Budget Category Award Amt Match Amt Source Contractual $64,400.00 $0.00 Not Applicable Equipment/Supplies 16,362.70 $0.00 Not Applicable Indirect Cost (ie, vehicle repairs, mileage, IT, 0.00 0.00 telephone) Personnel 0.00 0.00 Additional Personnel/Overtime (Police Extra Duty) 56,100.00 $0.00 Not Applicable Travel/Training 0.00 0.00 Capital Voicemail System 0.00 0.00 Other (ie, informant/buy money) 0.00 0.00 Total $136,862.70 $ 0.00 GRANT TOTAL $136,862.70 Award + Match

Department Grant Application Analysis Form For Use in Evaluating Grant Opportunities Other Information 1. Are any of this project’s costs included in the City budget? Funds for this grant and the associated operating expenses were included in the FY21 budget. Grant Fund 209 - $200,000 in revenues and expenses were budgeted. The amount was high because the amount of the grant was unknown during the budget process. $150,000 was budgeted for program expenses and $50,000 for extra duty. A budget amendment will be submitted at a later point to revise the amount for extra duty expenses. General Fund 100 - $39,600 was budgeted in contract expenses for camera maintenance costs associated with system components in place longer than three years and no longer covered under warranty. 2. Are there any long-term costs or commitments? The city camera maintenance contract will increase after the three year warranty period expires for the city wide camera system expansion/upgrade, depending on the number of cameras that are added to the system and what is done to the system infrastructure. The system includes the cameras, computer server software/hardware and fiber and/or radio equipment to send/receive the digital information to/from the cameras. This year, we would like to make the system more reliable by providing more fiber connectivity in the network to more camera locations (replacing radio connected locations). The current maintenance contract covers 68 cameras and associated radio equipment for a total of $39,600 in FY21. There are also 24 additional cameras still under warranty, for a total of 92 cameras in the network that are owned by the city. Maintenance costs are projected to increase by $9,000/year starting in Jul 21 (FY22) and by another $1200/year starting in Oct 22 (FY23) as the three year warranties expire for the 24 cameras under warranty now. 3. How will this program/project be funded after the grant expires? Not Applicable. 4. What is the maximum amount of funds available from this funding source? The allocation of funds is specified by State legislation and is formula driven and based on police manpower assigned each year as of July 1st 5. If the Department receives only a portion of the amount requested, how will the project be funded? The amount allocated is the amount that is requested, so there are no additional funds available. 6. Are there other departments in the City eligible for this funding? No. 7. Are other departments in the City willing to collaborate on this project? Not Applicable. 8. Will this project duplicate or compete with other services or programs provided by the City or other local agency? No.

ACTION FORM PROCEEDING: Legislative, Finance and Administration Committee DEPARTMENT OF ORIGIN: City Manager and Human Resources DATE SUBMITTED: 10/6/20 PREPARED BY: Matt Harline, Assistant City Manager and Kim Hawkins, Human Resources Director SUBJECT: Pay for Performance (PFP) evaluation system for non-bargaining employees REFERENCE: RELATED PROJECT: Compensation and Benefit Survey conducted by Segal REVIEWED BY: Donna Mitchell, City Manager EXHIBITS: Presentation by Segal EXPENDITURE REQUIRED: AMOUNT BUDGETED: FUNDING SOURCE (Dept./Page in CIP & Budget): TIMETABLE: Pilot period to begin July 1, 2021 – June 30, 2022. Full implementation July 1, 2022. STAFF RECOMMENDATION: Approval of the implementation of a Pay for Performance Evaluation system for non-bargaining employees. Pilot period to begin July 1, 2021 – June 30, 2022. Full implementation July 1, 2022. First pay for performance increase to be provided July 1, 2023. BACKGROUND AND ANALYSIS In late 2019 a Request for Proposal (RPP) was issued to hire a firm to complete a classification, compensation, benefits system and pay for performance evaluation system. After a careful review of the three submitted proposals, staff recommended that City Council approve/award the project to the vendor Segal Waters Consulting which the Council approved at their regular meeting on March 9, 2020. The Pay for Performance portion of the study has been concluded with recommendations. In June 2020 Segal conducted virtual meetings with the stakeholders; Department Heads and two (2) members of City Council. During these virtual meetings, attendees were asked questions to learn of their perspective of our current operations as it relates to compensation and performance evaluation. Out of the meetings a Pay for Performance evaluation system was developed and presented to Dover for implementation. The suggestion is being made that the system be piloted for fiscal year 2022 with full implementation in fiscal year 2023. The first pay for performance salary increase would be awarded on July 1, 2023. In the proposed model, employees meeting expectations would be awarded a pay increase that is in line with the increase provided to represented employees. Employees exceeding expectations, would receive a greater increase. In order to budget for these additional raises, performance evaluations would have to meet the March deadline described below. For employees who do not meet expectations, a professional improvement plan (PIP) must be developed. Failure to successfully meet the expectations of the PIP, would subject the employee to termination. With the new pay for performance evaluation system, the evaluation period would be from April through February/March. All evaluations would be completed by March 31 of each year. Regarding City Council appointees, these employees would either be evaluated by a small group of City Council members or one Council member who has direct association with the Council Appointee. Following the evaluation period, the Human Resources Director would provide a summary of all performance scores, excluding Department Head scores, to

the department heads for a quality control process. The review would be looking for such things as does one department head score too easy and one score too hard. Regarding new hires, an employee must be employed for at least six (6) months before being eligible for a pay increase. Employees with less than six (6) months would be eligible for a pro-rated amount of increase. This practice would apply not only to new hires but also to employees who are promoted into a non-bargaining position. The implementation of a pay for performance evaluation system will hold employees accountable for accomplishing organizational goals and improved organizational performance. It will also provide a monetary recognition to employees who are performing to obtain the organizational goals. Segal has also provided the performance evaluation that should be used with the implementation. The competencies being evaluated are as follows: accountability, achievement orientation, communication, customer service, initiative, diversity and inclusion and teamwork and collaboration. Supervisors will be evaluated on three additional competencies; coaching and development, people management and project management. The scoring will change from a five (5) point system to a three (3) point system. It is recognized that for the system to be fair and equitable, the system will need modifications as it is implemented. It is through implementation that we will learn of these modifications. Staff requests your support of the Pay for Performance evaluation system.

City of Dover Performance Management Redesign Directional Recommendations for Non-Bargaining Unit Employees – For Council Approval October 13, 2020 © 2020 by The Segal Group, Inc. Segal

Introduction Overview Background  The City of Dover (“Dover” or the “City”), located in Delaware, is dedicated to providing residents, businesses and visitors with a great place in which to live, work and visit  To ensure that the City of Dover is able to attract and retain top talent, as well as serve their community, Dover has engaged Segal to perform a classification, compensation and benefits study, as well as a redesign of performance management, which will affect approximately 80 non-bargaining unit employees across 62 job titles  Segal conducted 6 interviews with City of Dover’s Leadership, Department Heads, and Council members, listed below, in June 2020 to gain insight and context around the current and desired state of performance management • Traci McDowell • Cheryl Bundek • Robin Eaton • Jason Lyon • Andy Siegel • Dave Hugg • Matt Harline • Kim Hawkins • Patricia Crosby • Mike Hamlett • Donna Mitchell • Lori Peddicord • Sharon Duca • Patricia Marney • Tom Johnson • Councilman Matt Lindell • Councilman Scott Cole This Report  This report has reflects the interview findings and views of the 17 interviewees, input and feedback from Department Heads from the City of Dover in the design recommendations for non-bargaining unit employees and next steps * Segal 2

Introduction Agenda We are seeking your comments and approval of the new performance management program for non- bargaining employees at the City of Dover 1 Approval of the plan design for July 1, 2021 to June 30, 2022 for the pilot year 2 Approval of the use of merit based increases that will be budgeted for fiscal year 2023 * Segal 3

Role of Performance Management and Development Performance management and development is a key component of talent management, which consists of the integrated programs and processes used to source, attract, select, train, develop, retain, promote, and engage employees. Culture of Accountability Performance Management Compensation and Benefits Talent Management Employee Engagement and Succession Recognition Planning Career Growth and Advancement Opportunities Performance Management is a key, foundational component of Talent Management. * Segal 4

Key Trends in Performance Management From To Management Development Mindset Focus on the Past Future focus Historic performance Growth/development Manager/ Top Down Shared ownership Employee Annual Evaluation Ongoing feedback Relationship Feedback on the “negative” Guidance and Coaching Same program for all Ratings/Rankings Flexible and individualized Data/Tools/ No Ratings/Rankings Processes Word/PDF Supported by tools and tech form/spreadsheets Holistically, this is a transition from performance management to development * Segal 5

Performance Development Strategy and Guiding Principles Draft for Non-Bargaining Unit Employees Strategy and Leadership Support 1. Employees drive their own development, with support of their manager, department heads, and HR 2. Increased trust between employees and management 3. More growth-oriented, future-looking approach 4. Culture of accountability and continuous improvement shared by all Design 5. Increased employee and manager engagement with ongoing dialogue 6. Meaningful and clear development opportunities 7. Transparent, consistent, and fair process for all employees 8. Provisions for multi-source feedback – this may be aspirational, long-term 9. Consistent program design (e.g., performance standards/expectations, meeting frequency) 10. Focus on more qualitative assessment and development with fewer rating designations Execution 11. Clear and concise purpose with ongoing, meaningful conversations 12. Support from tools and technology 13. Readily available training and resources 14. Reward performance through compensation and other non-cash rewards/recognition 15. Regular evaluation and refinement of program to ensure effectiveness * Segal 6

Directional Performance Management Recommendations for Non-Bargaining Unit Employees 1. Pilot the new performance management program: For one year before linking it to compensation and other non-cash rewards/recognition 2. Increase the frequency of conversations: At least 4 check-ins per year 3. Prepare and exchange manager and employee assessments prior to the scheduled check-in: This encourages the manager to reflect on employee performance throughout the designated time frame and employees to take ownership for their performance and development 4. Increase the quality of conversations: Implement the Five Conversations Approach, shown in the following slides. Provide training to both managers and employees 5. Add job results and goals as performance standards: Recommended weighting would be 40% job results, 35% competencies and 25% goals 1 and nonexempt positions would have a weighting of 55% job results, 35% competencies and 10% goals 6. Streamline the competencies: Key competencies for all employees include Diversity and Inclusion, Communications, Customer Service, Accountability/Results Orientation, Teamwork, and Initiative  Management Competencies: People Management, Coaching/Development, Project Management 1 In the future, we anticipate that City and individual goals would be weighted higher once the performance development program has been implemented and there is a well-defined process around setting goals * Segal 7

Directional Performance Management Recommendations for Non-Bargaining Unit Employees continued 7. Reduce the number of ratings: Clearly define 3 levels of performance of Exceeds Expectations, Meets Expectations, Does Not Meet Expectations 8. Change review cycle to focal review date from employment anniversary date: Focal reviews, also called common review date or scheduled reviews, are when all employees are evaluated at one set time instead of at varied points of the year based on their employment anniversary date 9. Implement a consistency review: This ensures performance standards and ratings are more consistently and fairly applied 10. Create a more robust, collaborative goal setting process: Starting with the Council, then cascading to department by department and across departments to an individual level 11. Seek opportunities to automate the process: Through current HRIS system and Excel template to start 12. Reevaluate the process for the Council to conduct performance evaluations: Either a member of the Council who has direct association with a Council appointee or a small subcommittee of the Council would complete the performance evaluations for the Council appointees. 13. Develop an appeals process (as suggested by some Department Heads): For a limited number of days after the results of the evaluation are provided to an employee, an employee may appeal the results to Human Resources and the City Manager 1 In the future, we anticipate that City and individual goals would be weighted higher once the performance development program has been implemented and there is a well-defined process around setting goals * Segal 8

Proposed Consistency Review Process Steps  Multiple levels of review are included in the process to ensure performance standards, ratings and merit increases are consistently applied across the City of Dover. The steps of the consistency review process are shown below: All Department Heads meet to HR reviews review final ratings and ratings. HR provides participates and Department facilitates session1 Employee and Head reviews oversight supervisor ratings and guidance meet to agree for their for program on evaluation respective results and department supervisor determines draft rating 1 Excludes department head’s evaluation. The City Manager and Human Resources will review the final ratings of department heads. * Segal 9

Proposed Performance Development Form Snapshot Performance Development Form for Non-Bargaining Staff - Draft Only items in yellow filled cells can be modified. Employe e Name: <NAME HERE> Employee Job Tide : <JOB TITLE HERE> Empl oyee ID: <EMPLOYEE ID HERE> Manager Name : ~_ _ _ _ _ _ _ _<_N_A_M_E_H_ER_E_>_ _ _ _ _ _ _ _~ Date of Self Assessmen t: ! <DATE> Date of Manager Assessmen t:! <DATE> Job Results At the beginn ing of the year, in the space prm.ided , please note the day-to-day core job responsibilities . At year end , employees and their supervisor complete the employee assess ment of job knowledge, results orientation , and overall employee perfonnance against key job responsibilities and exchange the completed fonn 24 hours before their scheduled meeting. During the perfonnance de\elopment meeting, the employee and the supervisor discuss and finalize the evaluation . Th e we ighti ng for this section is set at 40%. Manager Day-to-Day Core Job Responsibilities Weighting Employee Self-Assessment Manager Assessment Rating Job Responsibility 1 Select Enter text here Enter text here Select Rating Enter text here Weighting Job Responsibility 2 Select Enter text here Enter text here Select Rating Enter text here Weighting Job Responsibilitv 3 Select Enter text here Enter text here Select Rating Enter text here Weighting Job Responsibility 4 Select Enter text here Enter text here Select Rating Enter text here Weighting Job Responsibilitv 5 Select Enter text here Enter text here Select Rating Enter text here Weighting * Segal 10

Proposed Pay for Performance Matrix ILLUSTRATIVE ONLY  Segal recommends using a matrix, similar to the one shown below, to provide salary increases based on performance ratings. The actual amounts or ranges for the increases are based on the City of Dover’s budget availability and financial realities (e.g., 2.5%). Most department heads expressed a desire that the baseline would be equal to the bargaining population. Performance Illustrative Targeted Illustrative Range Rating Amounts Distribution Exceeds Expectations 4% 3.5 - 4.5% 30% Meets Expectations 2% 1.5 - 2.5% 60% Does Not Meet 0% 10% 0% Expectations Highest Increase Lowest Increase Market best practice suggests differentiating between performance ratings by approximately 2% to adequately reward high performers * Segal 11

Proposed Performance Development Calendar  Currently, the City of Dover conducts performance evaluations of employees on their anniversary date. As detailed on slide 8, Segal recommends moving all employees to a focal point in order to ease administration of the program and support compensation decision-making. A proposed calendar is presented below: • 1 Performance planning/goal setting • 2 Ongoing review and feedback and check ins • 3 Self and supervisor assessment due March 31 Begin new cycle April May June July Aug Sept Oct Nov Dec Jan Feb Mar • 4 Consistency Reviews •5 Salary Increases provided following Talent Review Sessions on July 1 • 6 Council Approves Merit Budget for Next Cycle in January * Segal 12

Draft Policy Statements for Pay for Performance New Hires New employees must be employed for at least 6 months to be eligible for a merit based salary increase. The City of Dover prorates salary increases for those employees hired between 6 and 12 months of the focal review date. This practice provides newer employees with a proportionate increase amount compared with other employees. The following are the basic steps in calculating the employees’ pay increase appropriate to the period of time they have been employed: 1. Determine newer employees’ expected pay increase amounts that they would have otherwise been entitled to if they had worked the full year (based on performance rating). 2. Count the number of months actually worked, and divide it by the number of months under the current increase policy (typically 12 months). 3. Multiply the result by the increase percentage the person would otherwise be entitled to. This is the prorated increase percentage. 4. Employees hired midmonth are rounded up to the nearest full month. Example calculation:  An employee worked 6 months of the year. The employee would normally receive a 3 percent pay increase had he or she worked the full year.  Six months actually worked divided by 12 months in the review period equals 0.5. Three percent multiplied by 0.5 equals 1.5 percent. The employee in this example would receive a 1.5 percent salary increase. * Segal 13

Next Steps 1 Segal incorporates feedback from Council on the performance management strategy, tool and matrix Segal and the City of Dover to virtually train Department Heads and Managers on the new performance management system 2 3 The City of Dover to implement the approved performance management program * Segal 14

City of Dover Performance Management Redesign Appendices – For Council October 13, 2020 © 2020 by The Segal Group, Inc. Segal

Appendices 1. Interview Guide for Department Heads 2. Interview Guide for Council 3. Summary of Interview Findings 4. Current and Proposed Rating Definitions 5. Proposed Competency Definitions 6. Additional Performance Management Best Practices 7. Project Approach and Timeline * Segal 2

1. Interview Guide for Department Heads 1. How often do managers provide formal vs. informal (positive or constructive) feedback? How often should they be providing feedback? How skilled are managers at having performance conversations? 2. How effectively is performance being managed and developed in accordance to day to day responsibilities outlined in the job description (1.e., demonstrating the knowledge, skills, abilities to perform the work)? 3. What works and does not work, and why? How can these issues be addressed? 4. What is working well with the current performance evaluation form? What could be improved? 5. What are the critical changes you would like to see in the process and program? What key outcomes would you like to see? 6. Let’s step back and consider the results and competencies that should be rewarded/reinforced. What do you think they should be? Some examples might be:  Job performance: performance of key job responsibilities  Goals and objectives: operational efficiency (e.g., quality, costs, productivity, etc. based on city growth and capacity), customer service  Competencies: e.g., accountability, customer service orientation, collaboration/teamwork, diversity/inclusion, results orientation, energy/enthusiasm – Management Competencies: e.g., people management, coaching, development, project management  Development plans: professional development and continuous improvement * Segal 3

1. Interview Guide for Department Heads continued 7. How are goals set each year? How effective is the current process and quality of goal setting? 8. What rewards should be linked to the performance management program (e.g., pay increases, promotions, development opportunities, etc.)? How much should performance ratings influence pay raises? 9. What do you think the challenges, if any, would be in implementing a new performance management program? 10. How would you define success for this program? * Segal 4

2. Interview Guide for Council 1. What is motivating the discussion and redesign of performance management? Why now? 2. How effectively is performance being managed and developed? 3. What works and does not work, and why? How can these issues be addressed? What could be improved? 4. What are the critical changes you would like to see in the process and program? What key outcomes would you like to see? 5. Let’s step back and consider the results and competencies that should be rewarded/reinforced. What do you think they should be? Some examples might be:  Job performance: performance of key job responsibilities  Goals and objectives: operational efficiency (e.g., quality, costs, productivity, etc. based on city growth and capacity), customer service  Competencies: e.g., accountability, customer service orientation, collaboration/teamwork, diversity/inclusion, results orientation, energy/enthusiasm – Management Competencies: e.g., people management, coaching, development, project management  Development plans: professional development and continuous improvement * Segal 5

2. Interview Guide for Council continued 6. How effective is the current process and quality of goal setting? 7. What rewards should be linked to the performance management program (e.g., pay increases, promotions, development opportunities, etc.)? How much should performance ratings influence pay raises? 8. What would make you comfortable approving the new performance management program? How would it need to be different from the last performance management program? 9. What do you think the challenges, if any, would be in implementing a new performance management program? 10. How would you define success for this program? * Segal 6

3. Summary of Interview Findings Notable remarks “The performance evaluation form is Current Performance Evaluation System tedious and doesn’t function the way it was  Feedback Quality and Frequency: In general, interviewees shared there is a wide spectrum of practices around informal and formal feedback. Some managers are intended” better than others at providing timely, positive and constructive feedback. Several Department Heads expressed an interest in having more frequent performance “People are not doing conversations (e.g., at least on a quarterly basis) with their subordinates to ensure evaluations or making the formal evaluation given at the end of the year is reflective of the full year’s tough decisions on performance ratings”  Current Evaluation Form: Almost all Department Heads and City Leadership1 interviewed mentioned the current evaluation form is too time consuming, tedious “Viewed as a dreaded and not applicable to all positions within their department. Some interviewees also process, like going to the expressed frustration around the scoring mechanism, commenting that there is doctor or dentist” ambiguity around the scoring matrix and a supervisor has to justify giving out top scores “The focus on creating  Consistency: Some interviewees mentioned that the quality and timeliness of goals outside of regular performance evaluations vary significantly based on an individual’s department and job duties makes the manager. They hypothesize that the lack of a link between performance and rewards contributes to the casual attitude towards the evaluations process disjointed”  Goal Setting: Most interviewees agree that having a standardized process and “If you’re not a good more flexible and measurable goals would be beneficial; however there are mixed writer on the review, opinions about the effectiveness of the current process. Some interviewees praise the SMART goals, noting that they are typically achievable and short-term. Others you can’t give believe the process is ineffective due to the fluid nature of the City, work that is high scores to deadline-driven and an overall lack of accountability within the City. Generally, your interviewees comment that ensuring annual goals are cascaded from the top down department” and increasing collaboration of goal setting across departments would significantly improve the current process 1 City Leadership includes both appointed and elected officials (e.g. Council, City Manager) 7

3. Summary of Interview Findings continued Notable remarks Manager Interactions and Training  Manager Interactions: The general perception is that the quality and frequency of conversations on job performance, goals and development varies across the City. Some “Feedback is not usually managers meet with employees weekly, bi-weekly or monthly to discuss performance, timely and managers provide guidance and coaching (particularly for more new hires). Some managers are better than others at providing praise. Other managers feel understaffed with multiple need to be reminded to priorities that leads to limited interactions with their direct reports give praise – people need encouragement”  Manager Training: Interviewees mentioned the City recently offered manager raining, which covered how to set SMART goals and deliver effective feedback. While they believe “Day to day managers tend to have the appropriate skills to effectively evaluate and develop their responsibilities are so subordinates, additional training on goal setting and performance discussions would be appreciated to ensure consistency across the City overwhelming that sometimes I don’t see Career Development my team every day”  Training Opportunities: Department Heads and City Leadership1 interviewed appreciate “Advancement the management training they’ve received, but would like to see more consistency in opportunities are opportunities for their subordinates. Some interviewees also expressed that the current onboarding program isn’t comprehensive limited, need ways to keep individuals  Promotions: A couple of interviewees mentioned that promotion opportunities within their motivated and departments and the City are limited, as individuals need to wait for natural attrition to occur. Due to this phenomena, interviewees suggested that promotion is not considered a rewarded for their reliable reward for top performers at the City contributions” 1 City Leadership includes both appointed and elected officials (e.g. Council, City Manager) 8

3. Summary of Interview Findings continued Notable remarks “Goals are developed in each department, but Considerations for the New Performance Management Program not integrated between departments”  Employee Buy-In: Interviewees emphasized the importance of gaining employee buy-in for the new program, especially considering the challenges with previous performance “The new process needs management program and Department Head’s desire for an employee-driven process. to be perceived as fair Department Heads and City Leadership1 understand that introducing a new program will be and adding value” a radical change for the City “Feedback needs to be  Setting Goals: Creating a process to set individualized goals that are flexible, easily more frequent with measurable and reflective of overall City and departmental goals is of key interest to interviewees regular check-in’s to get everyone on the  Competencies: Interviewees highlighted diversity and inclusion, cross-departmental same page and keep communication, customer service, accountability/results orientation, teamwork, energy/enthusiasm. For managers, people management, coaching/development, project activities aligned” management were competencies considered important to move the City forward. For some “Without any link to positions, safety should also be considered pay, it just doesn’t have  Rewards: Department Heads and City Leadership1 hypothesize that employees are any teeth” primarily motivated by pay; however, offering professional development opportunities, additional vacation days and verbal recognition to top performers are also beneficial “The City, especially Council, needs to  Involvement of Council: Currently, the Council is involved in a handful of performance evaluations for Department Heads. In the new program, Council interviewees would prefer believe in the program that those involved in the day to day performance of these individuals, for example the City and identify the Manager, conduct the evaluation. Council will continue to support the performance value to make evaluation system sure it keeps  Definition of Success: According to the Department Heads and City Leadership1 going” interviewed, for the new performance management program to be successful, it needs to be perceived as fair and clear, accepted City-wide, based on performance throughout the entire year and funded by the City Council. Most importantly, interviewees would like to see an increase in employee morale and a decrease in turnover 1 City Leadership includes both appointed and elected officials (e.g. Council, City Manager) 9

4. Current Rating Definitions Performance Rating Definitions Effects measurable and lasting improvements in 5 Distinguished Contributor organizational performance. Contributes more than effective performance of 4 Performance Improver essential functions and enhances the performance of self and others. Performs all essential functions of the job 3 Valued Contributor effectively. Learning the essential functions of the job, or 2 Improving Contributor improving toward effective performance of all essential functions. Not able or willing to perform the essential 1 Non-Contributor functions of the job & unacceptable. * Segal 10

4. Proposed Rating Definitions for Non-Bargaining Employees  Below, Segal proposes three ratings for the City of Dover’s new performance management system. The City’s current performance ratings can be found in Appendix III Performance Rating Definitions Performance is above the expected level or requirement. Exceeds expectations in many core functions or has Exceeds demonstrated aptitude outside of these core functions. 3 Expectations Consistently generates results above those expected of the position. Contributes in a superior manner to the department and the City. Performance is consistently acceptable and meets expectations Meets 2 of the position. Good performance allows for core position Expectations requirements and competencies to be successfully fulfilled. Performance is below expectations and work requires supervision, correction, direction and monitoring. Needs Does Not Meet improvement to allow for core position requirements to be 1 Expectations successfully fulfilled consistently. These individuals will develop a performance improvement plan with their supervisor to improve job performance * Segal 11

5. Proposed Competency Definitions For All Non-Bargaining Employees Competency Definitions Takes personal responsibility for meeting commitments. Ensures that expectations are clear Accountability and results are achieved. Encourages others to be accountable. Achievement Orientation Continually improves performance (e.g., accomplishes results faster, more simply, at lower (Job Performance) cost, with fewer problems). Sets and strives to meet challenging objectives/standards. Shares, disseminates, and delivers clear and accurate messages in a manner that is Communications appropriate for the individual or audience in both written and oral communication. Listens openly, attentively and seeks appropriate clarification. Keeps in close touch with the needs of internal/external customers, takes actions and works to Customer Service achieve resolutions that recognizes the needs of all parties and the City. Gives high priority to customer satisfaction and service for both internal and external customers. Demonstrates mutual respect and empathy towards others and actively supports the City’s commitment to diversity, equity and inclusion in the workplace. Pursues deliberate efforts to ensure that differences are welcome, different perspectives are respectfully heard, and where Diversity & Inclusion individuals feel a sense of belonging and inclusion. Proactively seeks opportunities for learning and personal development related to diversity, equity and inclusion and demonstrates a commitment to learning to build and develop intercultural competency and capacity. Is a self-starter and seeks opportunities to contribute to the City. Proactively evaluates, selects, and acts on information, various methods, and strategies to identify and address problems Initiative and/or opportunities before being asked or required to do so. Promotes and encourages initiative in others. Effectively shares information, helps others, and works collaboratively and cooperatively with Teamwork & Collaboration others within and across departments. Actively listens for multiple perspectives to achieve a common goal or to complete a task in the most effective and efficient way. * Segal 12

5. Proposed Competency Definitions For All Non-Bargaining Managers Competency Definitions Works with others to identify their strengths and development needs. Provides others with developmental work assignments, timely feedback, and helpful coaching and Coaching/Development advice. Effectively uses the performance management system to develop and monitor subordinates Manages people effectively. Encourages, recognizes, and supports employees as essential elements for success. Provides current, direct, complete, and actionable People Management positive and corrective feedback to others. Motivates direct reports and teams or project members. Understands the principles and concepts of project management. Manages the Project Management planning, organization, and execution of a project to achieve objectives. Leads efforts to plan, schedule, and determine the goals and requirements for specific projects. * Segal 13

6. Additional Performance Management Best Practices Segal’s Performance Development Success Triangle  Clearly articulated strategy and objectives Greatest Impact  Roles and responsibilities  Performance standards Strategy &  Goal alignment Leadership  Champions of Feedback with a Growth Mindset Support  Ongoing feedback Performance  Process requirements conversations  Program calendar Development  Program outcomes  Goals and expectations  Program resources  Competencies  Overcoming barriers  Multi-source assessment  Accountability at all levels Design  Technology needs Execution  Consistency Review and specifications Greatest Effort Effective Performance Development is achieved through a balanced focus on leadership support, design, and execution. * Segal 14

6. Additional Performance Management Best Practices Segal’s Five Conversations for Manager-Employee Interactions 1. Establishing the Relationship Discuss and set priorities, goals, styles Agree on relationship norms and roles 5. Planning for Development1 Relationship Understand organizational and unit goals/objectives Translate to actionable Career 2. Setting Expectations1 expectations Enrichment Exchange performance Discuss respective information manager/employee roles Expectations Agree on potential actions 4. Coaching1 Identify opportunities Coaching Actively in engage in coaching on a regular basis Feedback 3. Exchanging Feedback1 Identify performance challenges Plan for success 1 These conversations take place at least quarterly * Segal 15

6. Additional Performance Management Best Practices Focal Reviews vs. Anniversary Date Reviews Focal reviews, also called common review date or scheduled reviews are when all employees are evaluated at one set time; the process usually takes 1-2 months to complete depending on the number of employees and the complexity of the process. The benefits of this approach are numerous: 1. They require less administration time from HR, because the process typically runs over a few months rather than an entire year 2. City wide goals can be established before you begin your process, so everyone can align their goals to these 3. Managers can also assess employee performance in light of City wide results, further linking individual and City wide goals 4. Everyone's performance is being evaluated at the same time, so managers can easily compare employees' performance and provide ratings and feedback that are fair and consistent 5. Any changes to evaluation criteria, forms or workflow can be rolled out to everyone at the same time 6. On-time completion rates are typically higher than for anniversary processes, because the entire organization is focused on completing appraisals at the same time 7. It's easier to arrange and offer training on tools and process, as well as on the management skills needed to conduct effective employee performance appraisals, since training is conducted with at once, and employees will be applying the learning immediately 8. If compensation adjustments are being made at the same time, it's easier to keep them fair and consistent. Focal reviews also make the whole compensation budgeting process simpler and easier * Segal 16

6. Additional Performance Management Best Practices Benefits of Consistency Reviews The Role of Leadership Better Consistency Drives the  Insist that the talent pool be constantly Following Benefits developed  Improves the quality of assessments  Set a “high bar” for talent assessment  Increases the likelihood that (e.g., performance and competencies assessments are completed standard)  Increases the likelihood that performance  Create a “straight talk” environment messages are delivered  Insist that real tangible actions be  Increases employee confidence in the decided in the meeting “fairness” of HR processes  Insist that actions send a strong clear  Increases the performance culture by message driving higher standards of performance  Treat talent as an organization-wide and potential resource  Helps new managers learn from seasoned managers  Reduces favoritism and reluctance to share talent  Allows individuals to move into other departments of the City * Segal 17

6. Additional Performance Management Best Practices Consistency Reviews Increase Consistency and Fairness Low Visibility High Visibility Old Assumption Manager New Assumption / AA ~ Leader Performance Management, Talent Management and These decisions are too important to be made individually without visibility AA- ~, ,,,,,,' - ~; Pay is between Manager and Employee l Peer Department Head ,' ; ,' ; •:,,,, ; ; ; ; ; ; Employee Employee • Without consistency review, supervisors set goals, • With consistency review, peer department heads and ratings, and rewards in silos leaders review and refine proposed goals, ratings and rewards before finalizing • Supervisors tend to rate most employees either high or in the middle • Norms of difficulty and differentiation are developed1 • As a result, there is little ability to ensure • Consistency of differentiation allows greater rewards for consistency in ratings. Perceptions of inequity are the highest performers, and perceptions of equity created between groups between groups Consistency reviews that make the proposed messages and actions visible among peer department heads to ensure consistency of standards and delivery of messages and actions. 1 The norms of difficulty and differentiation refer to the key differences and standardization between does not meet, meets and exceeds expectations ratings * Segal 18

7. Project Approach and Timeline June July August September October November 1 8 15 22 29 6 13 20 27 3 10 17 24 31 7 14 21 28 5 12 19 26 2 9 16 23 30 Phase 4: Performance Management Develop a Performance Management Strategy Develop a Custom Performance Appraisal Tool Develop Performance Pay Matrix Meeting #6: Review performance management strategy, tool and matrix with project team Department Heads review and provide feedback, Segal updates with any changes Seek Council approval of new Performance Management 13th system Meeting #7: Communicate and Train Management on the New System Segal will provide training to management in late October/early November. • Complete • Next Step • Key Meeting * Segal 19

Performance Development Form for Non-Bargaining Staff - Instructions 1. The employee and the supervisor complete drafts of the forms independently and exchange them at least 24 hours before their scheduled meeting to discuss the employee’s performance. 2. The employee and supervisor meet to review and compare their respective versions including the employee’s strengths, accomplishments, growth opportunities, ways to be more effective. 3. A final version of the form is completed by the supervisor including an assignment of the ratings for job results, competencies and goals. Any changes made to the document should be discussed during the performance discussion meeting. 4. The employee and supervisor both sign the final version of the form. The employee’s signature does not imply agreement with the appraisal; the signature indicates that the employee has received and reviewed the evaluation. 5. Job results, competencies and goals are discussed at the beginning of the performance cycle. Quarterly reviews are conducted to discuss progress. A final assessment is conducted at the end of the performance cycle.

Performance Development Form for Non-Bargaining Staff - Draft Only items in yellow filled cells can be modified. Employee Name: <NAME HERE> Employee Job Title: <JOB TITLE HERE> Employee ID: <EMPLOYEE ID HERE> Manager Name: <NAME HERE> Date of Self Assessment: <DATE> Date of Manager Assessment: <DATE> Job Results At the beginning of the year, in the space provided, please note the day-to-day core job responsibilities. At year end, employees and their supervisor complete the employee assessment of job knowledge, results orientation, and overall employee performance against key job responsibilities and exchange the completed form 24 hours before their scheduled meeting. During the performance development meeting, the employee and the supervisor discuss and finalize the evaluation. The weighting for this section is set at 40%. Manager Day-to-Day Core Job Responsibilities Weighting Employee Self-Assessment Manager Assessment Rating Job Responsibility 1 Select Enter text here Enter text here Select Rating Enter text here Weighting Job Responsibility 2 Select Enter text here Enter text here Select Rating Enter text here Weighting Job Responsibility 3 Select Enter text here Enter text here Select Rating Enter text here Weighting Job Responsibility 4 Select Enter text here Enter text here Select Rating Enter text here Weighting Job Responsibility 5 Select Enter text here Enter text here Select Rating Enter text here Weighting

Performance Development Form for Non-Bargaining Staff - Draft Only items in yellow filled cells can be modified. Competencies The following 7 competencies apply to all employees and the 3 additional for positions with supervisory responsibility. The weight for each of the 7 competencies is 5% for those with no supervisory responsibility. The weight for each of the 10 competencies is 3.5% for employees with supervisory responsibility. At year end, the employee should complete a self-assessment of performance against these goals. The manager should provide commentary on the employee's self-assessment as well as their own assessment of the employee's performance against these competencies. In the rating column, the manager should indicate the extent to which these competencies were achieved by selecting a rating from the drop-down. The total weighting for all competencies is 35%. Manager Competency Weighting Employee Self-Assessment Manager Assessment Rating Accountability Select Enter text here Enter text here Select Rating Takes personal responsibility for meeting commitments. Weighting Ensures that expectations are clear and results are achieved. Encourages others to be accountable. Achievement Orientation (Job Performance) Select Enter text here Enter text here Select Rating Continually improves performance (e.g., accomplishes results Weighting faster, more simply, at lower cost, with fewer problems). Sets and strives to meet challenging objectives/standards. Communication Select Enter text here Enter text here Select Rating Shares, disseminates, and delivers clear and accurate messages Weighting in a manner that is appropriate for the individual or audience in both written and oral communication. Listens openly, attentively and seeks appropriate clarification. Customer Service Select Enter text here Enter text here Select Rating Keeps in close touch with the needs and perspective of Weighting customers/markets and takes actions that benefit them and the City. Gives high priority to customer satisfaction, including internal and external customers. Initiative Select Enter text here Enter text here Select Rating Is a self-starter and seeks opportunities to contribute to the City. Weighting Proactively evaluates, selects, and acts on information, various methods, and strategies to identify and address problems and/or opportunities before being asked or required to do so. Promotes and encourages initiative in others.

Performance Development Form for Non-Bargaining Staff - Draft Only items in yellow filled cells can be modified. Diversity & Inclusion Select Enter text here Enter text here Select Rating Demonstrates mutual respect and empathy towards others and Weighting actively supports the City’s commitment to diversity, equity and inclusion in the workplace. Pursues deliberate efforts to ensure that differences are welcome, different perspectives are respectfully heard, and where individuals feel a sense of belonging and inclusion. Proactively seeks opportunities for learning and personal development related to diversity, equity and inclusion and demonstrates a commitment to learning to build and develop intercultural competency and capacity. Teamwork & Collaboration Select Enter text here Enter text here Select Rating Works effectively with others to achieve business goals and Weighting objectives. Takes steps to promote cohesiveness, collaboration, and synergy with colleagues throughout the City. Bridges personal, business, and cultural differences to work effectively in team settings. Coaching/Development (for supervisors only) Select Enter text here Enter text here Select Rating Works with others to identify their strengths and development Weighting needs. Provides others with developmental work assignments, timely feedback, and helpful coaching and advice. Effectively uses the performance management system to develop and monitor subordinates People Management (for supervisors only) Select Enter text here Enter text here Select Rating Manages people effectively. Encourages, recognizes, and Weighting supports employees as essential elements for success. Provides current, direct, complete, and actionable positive and corrective feedback to others. Motivates many kinds of direct reports and team or project members. Project Management (for supervisors only) Select Enter text here Enter text here Select Rating Understands the principles and concepts of project Weighting management. Manages the planning, organization, and execution of a project to achieve objectives. Leads efforts to plan, schedule, and determine the goals and requirements for specific projects.

Performance Development Form for Non-Bargaining Staff - Draft Only items in yellow filled cells can be modified. Goals At the beginning of the year, please provide a summary of the 2 goals for this year. Please also select a weighting for each goal. At year end, the employee should complete a self-assessment of performance against these goals. The manager should provide commentary on the employee's self-assessment as well as their own assessment of the employee's performance against these goals. In the rating column, the manager should indicate the extent to which these goals were achieved by selecting a rating from the drop-down. The total weighting for all goals must sum to 25%. Manager Goal Weighting Employee Self-Assessment Manager Assessment Rating Operational Goal 1 Select Enter text here Enter text here Select Rating Enter text here Weighting Operational Goal 2 Select Enter text here Enter text here Select Rating Enter text here Weighting

Performance Development Form for Non-Bargaining Staff - Draft Only items in yellow filled cells can be modified. Employee Development Plans (Future Enhancement) In the space below, please include a brief description of development plans to help employee enhance his or her performance in the coming year. Development Plan 1: Development Plan 2: Additional Comments from Employee Please use this space to provide any additional performance management-related comments. Additional Comments from Manager Please use this space to provide any additional performance management-related comments. Quarterly Discussions Discussion Date Completed Quarter 1 Check In Enter text here Quarter 2 Check In Enter text here Quarter 3 Check In Enter text here Year End Performance Summary Job Results Weighting Rating Job Responsibility 1 Weightings<>40% Select Rating Job Responsibility 2 Weightings<>40% Select Rating Job Responsibility 3 Weightings<>40% Select Rating Job Responsibility 4 Weightings<>40% Select Rating Job Responsibility 5 Weightings<>40% Select Rating SECTION: 40% Missing Rating(s) Competencies Weighting Rating Accountability Weightings<>35% Select Rating Achievement Orientation (Job Performance) Weightings<>35% Select Rating Customer Service Weightings<>35% Select Rating Initiative Weightings<>35% Select Rating Diversity & Inclusion Weightings<>35% Select Rating Teamwork & Collaboration Weightings<>35% Select Rating Coaching/Development (for supervisors only) Weightings<>35% Select Rating People Management (for supervisors only) Weightings<>35% Select Rating Project Management (for supervisors only) Weightings<>35% Select Rating SECTION: 35% Missing Rating(s) Goals Weighting Rating Operational Goal 1 Weightings<>25% Select Rating Operational Goal 2 Weightings<>25% Select Rating SECTION: 25% Missing Rating(s) TOTAL: 100% Missing Rating(s) Year End Signatures

Performance Development Form for Non-Bargaining Staff - Draft Only items in yellow filled cells can be modified. Supervisor Signature: ______________________________ <DATE> Next-Level Supervisor Signature: ______________________________ <DATE> Employee Signature: ______________________________ <DATE>

ACTION FORM PROCEEDING: Council Committee of the Whole - Legislative, Finance & Administration DEPARTMENT OF ORIGIN: City Manager DATE SUBMITTED: 10/7/20 PREPARED BY: Matthew Harline, Assistant City Manager SUBJECT: Project Carry-Forward Budget Balances REVIEWED BY: City Manager & Controller/Treasurer APPROVALS: Council Committee of the Whole EXHIBITS: Exhibits – Capital Investment Plan Amendments EXPENDITURE REQUIRED: As per the attached Exhibit & Draft Ordinance AMOUNT BUDGETED: N/A TIMETABLE: Upon Council approval RECOMMENDED ACTION: Staff recommends approval of the proposed Budget Amendments totaling $8,420,300 for Fiscal Year 2021. The proposed budget amendment includes adjustments to carry forward project balances for ongoing projects. Also, note revenue adjustments are also included for projects that have carried over and had debt financing or reserve fund appropriations to partially fund projects. These include capital asset reserves, impact fee reserves, HVAC project loans, and State Revolving Fund Loans. The items above along with the Capital Project carry forward balances total $8,420,300 as follows: Fund Budget Balance Adjustment Governmental – Capital Projects Fund $3,513,500 Water – Capital Projects Fund 854,900 Wastewater – Capital Projects Fund 1,580,200 Electric – Capital Projects Fund 2,388,300 Community Transportation 83,400 Total $8,420,300

Exhibit City of Dover Fiscal Year 2020/2021 Budget First Amendment Capital Investment Plan Amendments FY 2020 Revised Prior Carry FY 2021 Revised CIP Fiscal Year Forward Year FY 21 CIP Project # Title Budget Expenses Balance Budget Budget LB2006 Library Surveillance Expansion $ 18,600 $ 17,210 $ 1,300 $ - $ 1,300 LB2003 Library Audio/Visual Upgrade 29,800 15,167 14,700 - 14,700 LB2002 Library Access Panels 39,200 35,276 3,900 - 3,900 PR1900 Park Maintenance Facility 298,000 223,012 74,900 - 74,900 PR1701 Dover Park - Cameras & Parking Lot 253,800 75,005 178,700 (133,700) 45,000 PR2004 Schutte Park Land Improvement - Engineering 145,000 84,542 60,400 133,700 194,100 PR2002 Dover Park - Can-Do Playground - Grant Receipt 195,000 - 195,000 - 195,000 --- Replacing 2012 Dodge Durango (Life Safety) 43,400 - 43,400 - 43,400 --- Replacing 2002 Dodge 1500 Pick Up (Code Enforcement) 18,900 - 18,900 - 18,900 --- 2020 Strategic Automobile (Code Enforcement) 18,900 - 18,900 - 18,900 --- 2021 Strategic Automobile (Inspections) 24,100 - 24,100 - 24,100 PD2005 PD Communications Center Alarm 136,700 62,326 74,400 - 74,400 ST2001 Street, Concrete and Alley Pro 1,063,900 238,555 825,300 936,000 1,761,300 ST2007 Operations Yard Relocation Imp 445,000 103,294 341,700 - 341,700 ST2003 Meeting House Branch Improvement 1,050,000 73,512 976,400 - 976,400 --- Replacing 1992 International Dump Truck 144,700 - 144,700 - 144,700 ST2009 Persimmon Park Place Drainage 63,000 15,128 47,800 - 47,800 ST2006 West Street Flooding Improve 14,000 - 14,000 - 14,000 ST2004 East Lake Garden Drainage Basin 80,000 - 80,000 - 80,000 ST2002 Mirror Lake Drainage Basin Improvement 75,000 - 75,000 - 75,000 CS2001 2020 Warehouse Improvements - HVAC - Loan 390,000 50,000 300,000 25,000 325,000 Total General Capital Project Fund $ 4,547,000 $ 993,025 $ 3,513,500 $ 961,000 $ 4,474,500 Total Increase in General Cap Proj Fund $ 3,513,500 CT1918 Signs Project - Towne Point/Hamlet/Persimmon Cir $ 8,430 $ 4,215 $ 4,300 $ - $ 4,300 TE0601 TCSP Lincoln Park 79,100 - 79,100 - 79,100 Total Community Transportation Fund $ 87,530 $ 4,215 $ 83,400 $ - $ 83,400 Total Increase in Comm Transportation Fund $ 83,400 WQ2001 Water Quality Improvements - Impact Fees $30,900 $ 773,000 $ 503,623 $ 269,400 $ - $ 269,400 WD1900 Meter Purchase 17,200 244 17,000 - 17,000 Water Division $ 790,200 $ 503,868 $ 286,400 $ - $ 286,400 Total Increase in Water Division $ 286,400 WW2004 US 13 East Pump Station #7 Rep $ 280,400 $ - $ 280,400 $ - $ 280,400 WW2003 Puncheon Run Pump Station Impr - Loan 638,500 59,898 578,600 - 578,600 WW2001 Infow/Infiltration Removal 718,000 582,583 135,400 - 135,400 WW1906 Meeting House Branch Sewer Repair 246,100 32,941 213,100 - 213,100 WW2006 SCADA Equipment Technology Upg 308,000 - 308,000 - 308,000 WW1900 Meter Purchase 17,200 244 17,000 - 17,000 --- Replacing 2008 1-Ton Ford Pick Up w/Crane 47,700 - 47,700 - 47,700 Wastewater Division $ 2,255,900 $ 675,666 $ 1,580,200 $ - $ 1,580,200 Total Increase in Wastewater Division $ 1,580,200 WD1609 WTP Process Improvements $ 3,311,200 $ 2,742,687 $ 568,500 $ - $ 568,500 Water Treatment Plant Division $ 3,311,200 $ 2,742,687 $ 568,500 $ - $ 568,500 Total Increase in Water Treatment Plant Division $ 568,500 Total Water/Wastewater I & E Fund $ 6,357,300 $ 3,922,221 $ 2,435,100 $ - $ 2,435,100 Total Increase in Water/Wastewater I & E Fund $ 2,435,100

Exhibit City of Dover Fiscal Year 2020/2021 Budget First Amendment Capital Investment Plan Amendments FY 2020 Revised Prior Carry FY 2021 Revised CIP Fiscal Year Forward Year FY 21 CIP Project # Title Budget Expenses Balance Budget Budget EE2009 2020 Electric Utility Admin Facility Improvements $ 318,000 $ - $ 318,000 $ - $ 318,000 EE2007 2020 Weyandt Hall Improvements 150,000 72,140 72,200 - 72,200 EE1819 Reed Street HVAC Major Overhaul 1,175,200 - 1,175,200 - 1,175,200 Electric Admin $ 1,643,200 $ 72,140 $ 1,565,400 $ - $ 1,565,400 Total Increase in Electric Admin $ 1,565,400 EG2002 McKee Run Unit 3 Aux Sys Comp $ 60,000 $ 47,669 $ 12,300 $ - $ 12,300 EG2001 VanSant Unit 11 Comp Replcmnts 55,000 31,600 23,400 - $ 23,400 Electric Generation $ 115,000 $ 79,269 $ 35,700 $ - $ 35,700 Total Increase in Electric Generation $ 35,700 FIN Purchase of ERP System $ 842,800 $ 98,016 $ 744,800 $ 500,000 $ 1,244,800 $ 842,800 $ 98,016 $ 744,800 $ 500,000 $ 1,244,800 EE2021 Rt 8 & 15 Pole Design $ 49,500 $ 7,098 $ 42,400 $ - $ 42,400 Engineering Division $ 49,500 $ 7,098 $ 42,400 $ - $ 42,400 Total Increase in Engineering $ 42,400 Total Electric I & E Fund $ 2,650,500 $ 256,523 $ 2,388,300 $ 500,000 $ 2,888,300 Total Increase in Electric I & E Fund $ 2,388,300 Total Carryforward balances from FY 2021 $ 8,420,300

1 CITY OF DOVER ORDINANCE # 2020-14 2 GOVERNMENTAL CAPITAL PROJECTS FUND 3 REVENUES AND BUDGET FOR 2020-2021 4 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 5 The amount hereinafter named aggregating Eight Million Seven Hundred Fifty Thousand Four Hundred 6 dollars ($8,750,400) or so much thereof as may be necessary are hereby appropriated from current revenues 7 and other funds for the use by several departments of the Municipal Government for the fiscal year 8 beginning July 1, 2020 and ending June 30, 2021: 9 REVENUES 10 2019/20 2020/21 2020/21 11 REVISED ADOPTED REVISED 12 BEGINNING BALANCE - PROJECTS $ 2,841,100 $ 369,100 $ 3,387,600 13 REVENUES 14 STATE GRANTS - Other 241,800 1,245,000 1,440,000 15 LIBRARY COUNTY GRANT 125,000 - - 16 BUDGET BOND/BANK PROCEEDS 528,600 1,198,300 1,498,300 17 TRANSFER FROM GENERAL FUND 3,261,600 2,078,100 2,078,100 18 TRANSFER FROM PARKLAND RESERVE 191,800 - - 19 TRANSFER FROM CAPITAL ASSET RESERVE 445,300 346,400 346,400 20 TRANSFER FROM LODGING TAX - 110,000 - 21 SUBTOTAL PROJECT RECEIPTS 4,794,100 4,977,800 5,362,800 22 TOTAL FUNDING SOURCES 4,794,100 4,977,800 5,362,800 23 TOTAL BEGINNING BALANCE AND REVENUES $ 7,635,200 $ 5,346,900 $ 8,750,400 24 EXPENSE SUMMARY 25 2019/20 2020/21 2020/21 26 EXPENDITURES REVISED ADOPTED REVISED 27 FIRE $ 281,100 $ 173,300 $ 173,300 28 GROUNDS 153,400 - - 29 LIBRARY 125,000 - 19,900 30 RECREATION 1,073,600 395,000 904,000 31 LIFE SAFETY 48,900 - 43,400 32 CODE ENFORCEMENT 37,200 - 37,800 33 PLANNING - 20,400 20,400 34 INSPECTIONS 18,600 18,600 42,700 35 POLICE 954,700 912,400 986,800 36 STREETS 3,289,400 936,000 3,224,100 37 STORMWATER 365,000 1,110,700 1,327,500 38 SANITATION 287,200 475,200 475,200 39 INFORMATION TECHNOLOGY 45,600 61,600 61,600 40 FACILITIES MANAGEMENT 174,800 700,000 700,000 41 PUBLIC WORKS - ENGINEERING - 39,600 39,600 42 PROCUREMENT & INVENTORY 390,000 25,000 325,000 43 FLEET MAINTENANCE 21,600 - - 44 DEPARTMENT SUBTOTAL 7,266,100 4,867,800 8,381,300 45 TOTAL EXPENDITURES 7,266,100 4,867,800 8,381,300 46 BUDGET BALANCE 369,100 479,100 369,100 47 TOTAL BUDGET BALANCE & EXPENDITURES $ 7,635,200 $ 5,346,900 $ 8,750,400 48 The City Manager is hereby authorized, without further approval of the City Council, to make 49 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 50 department with the exception of any transfers prohibited by City Procedure #F306. ADOPTED: 1

51 CITY OF DOVER ORDINANCE # 2020-14 52 WATER IMPROVEMENT & EXTENSION FUND 53 REVENUES AND BUDGET FOR 2020-2021 54 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 55 The amount hereinafter named aggregating Six Million Thirty Eight Thousand Three Hundred 56 dollars ($6, 038,300) or so much thereof as may be necessary are hereby appropriated from 57 current revenues and other funds for the use by several departments of the Municipal Governmentr 58 for the fiscal year begining July 1, 2020 and ending June 30, 2021: 59 CASH RECEIPTS 60 2019/20 2020/21 2020/21 61 REVISED ADOPTED REVISED 62 BEGINNING BALANCE - WATER $ 5,349,000 $ 3,794,200 $ 4,618,200 63 TOTAL BEGINNING BALANCES 5,349,000 3,794,200 4,618,200 64 REVENUES 65 STATE LOAN FUND - WATER 1,401,900 - - 66 TRANS FR OPERATING FUND - WATER 1,500,000 1,300,000 1,300,000 67 TRANSFER FR WATER IMPACT FEE 30,900 39,200 70,100 68 INTEREST INCOME 10,000 50,000 50,000 69 TOTAL REVENUES 2,942,800 1,389,200 1,420,100 70 TOTAL BEGINNING BALANCES & REVENUES $ 8,291,800 $ 5,183,400 $ 6,038,300 71 EXPENSE SUMMARY 72 2019/20 2020/21 2020/21 73 EXPENSES REVISED ADOPTED REVISED 74 ENGINEERING $ - $ 20,400 $ 20,400 75 WATER 1,143,500 1,205,500 1,491,900 76 WATER TREATMENT PLANT 3,354,100 - 568,500 77 TOTAL EXPENSES 4,497,600 1,225,900 2,080,800 78 BUDGET BALANCE - WATER 3,794,200 3,957,500 3,957,500 79 CURRENT YEAR BALANCE SUBTOTALS 3,794,200 3,957,500 3,957,500 80 TOTAL BUDGET BALANCES & EXPENSES $ 8,291,800 $ 5,183,400 $ 6,038,300 81 The City Manager is hereby authorized, without further approval of the City Council, to make 82 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 83 department with the exception of any transfers prohibited by City Procedure #F306. ADOPTED: 2

84 CITY OF DOVER ORDINANCE # 2020-14 85 WASTEWATER IMPROVEMENT & EXTENSION FUND 86 REVENUES AND BUDGET FOR 2020-2021 87 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 88 The amount hereinafter named aggregating Three Million Sixty-three Thousand Nine 89 Hundred dollars ($3,063,900) or so much thereof as may be necessary are hereby appropriated 90 current revenues and other funds for the use by several departments of the Municipal Government for 91 from the fiscal year begining July 1, 2020 and ending June 30, 2021: 92 CASH RECEIPTS 93 2019/20 2020/21 2020/21 94 REVISED ADOPTED REVISED 95 BEGINNING BALANCE - WASTEWATER $ 906,600 $ 242,100 $ 1,243,700 96 REVENUES 97 STATE LOAN FUND - WASTEWATER 1,564,700 - 578,600 98 TRANS FR OPERATING FUND - WW 900,000 1,200,000 1,200,000 99 TRANSFER FR WASTEWATER IMPACT FEE 404,900 31,600 31,600 100 INTEREST INCOME 10,000 10,000 10,000 101 TOTAL REVENUES 2,879,600 1,241,600 1,820,200 102 TOTAL BEGINNING BALANCES & REVENUES $ 3,786,200 $ 1,483,700 $ 3,063,900 103 EXPENSE SUMMARY 104 2019/20 2020/21 2020/21 105 EXPENSES REVISED ADOPTED REVISED 106 ENGINEERING $ - $ 14,000 $ 14,000 107 WASTEWATER 3,544,100 1,085,000 2,665,200 108 TOTAL EXPENSES 3,544,100 1,099,000 2,679,200 109 BUDGET BALANCE - WASTEWATER 242,100 384,700 384,700 110 CURRENT YEAR BALANCE SUBTOTALS 242,100 384,700 384,700 111 TOTAL BUDGET BALANCES & EXPENSES $ 3,786,200 $ 1,483,700 $ 3,063,900 112 The City Manager is hereby authorized, without further approval of the City Council, to make 113 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 114 department with the exception of any transfers prohibited by City Procedure #F306. ADOPTED: 3

115 CITY OF DOVER ORDINANCE # 2020-14 116 WATER IMPACT FEE RESERVE 117 REVENUES AND BUDGET FOR 2020-2021 118 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 119 The amount hereinafter named aggregating One Million Seven Hundred Seventy-eight Thousand 120 dollars ($1,778,000) or so much thereof as may be necessary are hereby appropriated from current 121 revenues and other funds for the use by several departments of the Municipal Government for the fiscal 122 year beginning July 1, 2020 and ending June 30, 2021: 123 CASH RECEIPTS 124 2019/20 2020/21 2020/21 125 REVISED ADOPTED REVISED 126 BEGINNING BALANCE - WATER $ 1,751,500 $ 1,733,900 $ 1,764,800 127 TOTAL BEGINNING BALANCES 1,751,500 1,733,900 1,764,800 128 RECEIPTS 129 TRANSFER IN FROM OPERATING FUND - - - 129 INTEREST EARNINGS - WATER 13,300 13,200 13,200 130 TOTAL RECEIPTS 13,300 13,200 13,200 131 TOTALS $ 1,764,800 $ 1,747,100 $ 1,778,000 132 EXPENSE SUMMARY 133 2019/20 2020/21 2020/21 134 REVISED ADOPTED REVISED 135 TRANSFER TO CP IMPROVEMENTS 30,900 39,200 70,100 136 CURRENT YEAR BALANCE SUBTOTALS 1,733,900 1,707,900 1,707,900 137 TOTALS $ 1,764,800 $ 1,747,100 $ 1,778,000 138 The City Manager is hereby authorized, without further approval of the City Council, to make 139 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 140 department with the exception of any transfers prohibited by City Procedure #F306. ADOPTED: 4

141 CITY OF DOVER ORDINANCE # 2020-14 142 WASTEWATER IMPACT FEE RESERVE 143 REVENUES AND BUDGET FOR 2020-2021 144 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 145 The amount hereinafter named aggregating Four Million Six Hundred Seven Thousand 146 dollars ($4,607,000) or so much thereof as may be necessary are hereby appropriated from current 147 revenues and other funds for the use by several departments of the Municipal Government for the fiscal 148 year beginning July 1, 2020 and ending June 30, 2021: 149 CASH RECEIPTS 150 2019/20 2020/21 2020/21 151 REVISED ADOPTED REVISED 152 BEGINNING BALANCE - WASTEWATER $ 4,970,700 $ 4,603,600 $ 4,603,600 153 TOTAL BEGINNING BALANCES 4,970,700 4,603,600 4,603,600 154 RECEIPTS 155 INTEREST EARNINGS - WASTEWATER 37,800 35,000 35,000 156 TOTAL RECEIPTS 37,800 35,000 35,000 157 TOTALS $ 5,008,500 $ 4,638,600 $ 4,638,600 158 EXPENSE SUMMARY 159 2019/20 2020/21 2020/21 160 REVISED ADOPTED REVISED 161 TRANSFER TO I & E FUND FROM WW IMPACT FEES $ 404,900 $ 31,600 $ 31,600 161 CURRENT YEAR BALANCE SUBTOTALS 4,603,600 4,607,000 4,607,000 162 TOTALS $ 5,008,500 $ 4,638,600 $ 4,638,600 163 The City Manager is hereby authorized, without further approval of the City Council, to make 164 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 165 department with the exception of any transfers prohibited by City Procedure #F306. ADOPTED: 5

166 CITY OF DOVER ORDINANCE # 2020-14 167 ELECTRIC REVENUE FUND 168 REVENUES AND BUDGET FOR 2020-2021 169 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 170 The amount hereinafter named aggregating Ninety Million Seventy-One Thousand One Hundred 171 dollars ($90,071,100) or so much thereof as may be necessary are hereby appropriated from 172 current revenues and other funds for the use by several departments of the Municipal Government for 173 the fiscal year beginning July 1, 2020 and ending June 30, 2021: 174 2019/20 2020/21 2020/21 175 REVISED ADOPTED REVISED 176 BEGINNING BALANCE $ 16,550,700 $ 10,230,300 $ 10,230,300 177 DISTRIBUTION OF EARNINGS - PCA CREDIT (2,873,800) (5,246,100) (5,246,100) 178 BEGINNING BALANCE - ADJUSTED 13,676,900 4,984,200 4,984,200 179 BASE REVENUE 180 DIRECT SALES TO CUSTOMER 82,686,400 80,417,400 80,417,400 181 UTILITY TAX 1,322,000 1,245,100 1,245,100 182 MISCELLANEOUS REVENUE 528,000 530,000 640,000 183 RENT REVENUE 110,000 110,000 - 184 GREEN ENERGY 127,400 127,000 127,000 185 INTEREST EARNINGS 195,000 157,400 157,400 186 TRANSFER FROM RATE STABILIZATION - 2,500,000 2,500,000 186 TOTAL REVENUES 84,968,800 85,086,900 85,086,900 187 TOTAL BEGINNING BALANCE & REVENUES $ 98,645,700 $ 90,071,100 $ 90,071,100 6

188 2020-2021 BUDGET ORDINANCES 189 ELECTRIC REVENUE FUND EXPENSES AND BUDGET BALANCE FOR 2020-2021 190 2019/20 2020/21 2020/21 191 EXPENSES REVISED ADOPTED REVISED 192 POWER SUPPLY $ 22,115,400 $ 19,715,300 $ 19,715,300 193 SOLAR ENERGY 2,703,900 3,401,100 3,401,100 194 SOLAR RENEWAL ENERGY CREDITS 395,200 384,100 384,100 195 POWER SUPPLY MANAGEMENT 835,000 634,800 634,800 196 REC'S (Renewable Energy Credits) 411,000 614,600 614,600 197 RGGI (Regional Greenhouse Gas Init.) 67,500 12,300 12,300 198 PJM CHARGES - ENERGY 5,678,600 5,871,900 5,871,900 199 PJM CHARGES - TRANSMISSION & FEES 7,792,400 8,476,800 8,476,800 200 CAPACITY CHARGES 11,101,900 15,048,100 15,048,100 201 SUB-TOTAL POWER SUPPLY 51,100,900 54,159,000 54,159,000 202 PLANT OPERATIONS 5,530,700 4,706,100 4,706,100 203 GENERATIONS FUELS 956,300 488,400 488,400 204 PJM SPOT MARKET ENERGY (1,163,100) (808,300) (808,300) 205 PJM CREDITS (516,900) (369,400) (369,400) 206 CAPACITY CREDITS (8,422,000) (12,191,700) (12,191,700) 207 GENERATION SUBTOTAL (3,615,000) (8,174,900) (8,174,900) 208 POWER SUPPLY & GENERATION SUBTOTAL 47,485,900 45,984,100 45,984,100 209 DIRECT EXPENDITURES 210 TRANSMISSION/DISTRIBUTION 3,802,800 3,995,600 3,995,600 211 ELECTRICAL ENGINEERING 1,372,900 1,396,400 1,396,400 212 ADMINISTRATION 615,500 707,400 707,400 213 METER READING 401,900 375,300 375,300 214 SYSTEMS OPERATIONS 853,100 871,100 871,100 215 DIRECT EXPENDITURE SUBTOTALS 7,046,200 7,345,800 7,345,800 216 OTHER EXPENSES: 217 UTILITY TAX 1,322,000 1,245,100 1,245,100 218 ALLOW FOR UNCOLLECTIBLES 250,000 300,000 300,000 219 CONTRACTUAL SERVICES - RFP'S 200,000 - - 220 LEGAL EXPENSES 100,000 100,000 100,000 221 RETIREES HEALTH CARE 721,400 789,600 789,600 222 GREEN ENERGY PAYMENT TO DEMEC 137,000 127,000 127,000 223 INTERFUND SERVICE FEES 3,912,900 3,784,300 3,784,300 224 INTEREST ON DEPOSITS 17,500 21,000 21,000 225 BANK & CREDIT CARD FEES 327,000 330,300 330,300 226 DEBT SERVICE 1,379,500 1,378,600 1,378,600 227 OTHER EXPENSES SUBTOTAL 8,367,300 8,075,900 8,075,900 228 TRANSFER TO: 229 IMPROVEMENT & EXTENSION 6,816,000 6,000,000 6,000,000 230 GENERAL FUND 10,000,000 10,000,000 10,000,000 231 TRANSFER TO DEPRECIATION RESERVE 5,000,000 - - 232 RATE STABILIZATION RESERVE 3,700,000 2,000,000 2,000,000 233 TRANSFER TO SUBTOTAL 25,516,000 18,000,000 18,000,000 234 TOTAL EXPENSES 88,415,400 79,405,800 79,405,800 235 BUDGET BALANCE - WORKING CAPITAL 10,230,300 10,665,300 10,665,300 236 TOTALS $ 98,645,700 $ 90,071,100 $ 90,071,100 237 The City Manager is hereby authorized, without further approval of the City Council, to make 238 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 239 department with the exception of any transfers prohibited by City Procedure #F306. ADOPTED: 7

240 CITY OF DOVER ORDINANCE # 2020-14 241 ELECTRIC UTILITY IMPROVEMENT AND EXTENSION FUND 242 REVENUES AND BUDGET FOR 2020-2021 243 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 244 The amount hereinafter named aggregating Twenty Five Million Six Hundred Forty-six Thousand Five Hundred 245 dollars ($25,646,500) or so much thereof as may be necessary are hereby appropriated from current revenues 246 and other funds for the use by several departments of the Municipal Government for the fiscal year 247 beginning July 1, 2020 and ending June 30, 2021: 248 REVENUES 249 2019/20 2020/21 2020/21 250 REVISED REVISED REVISED 251 BEGINNING BALANCE $ 15,157,800 $ 15,640,000 $ 18,028,300 252 REVENUES 253 TRANSFER FROM ELECTRIC 6,816,000 6,000,000 6,000,000 254 TRANSFER FROM WATER/WASTEWATER 298,000 - - 255 TRANSFER FROM GENERAL FUND 250,000 - - 256 GENERAL SERVICE BILLING 400,000 400,000 400,000 257 TRF FROM DEPRECIATION RSV - 1,000,000 1,000,000 258 INTEREST EARNINGS 150,000 218,200 218,200 259 TOTAL REVENUES 7,914,000 7,618,200 7,618,200 260 TOTALS $ 23,071,800 $ 23,258,200 $ 25,646,500 261 EXPENSE SUMMARY 262 2019/20 2020/21 2020/21 263 EXPENSES REVISED REVISED REVISED 264 ELECTRIC ADMINISTRATION $ 1,643,200 $ 360,000 $ 1,925,400 265 ELECTRIC GENERATION 376,000 1,267,000 1,302,700 266 TRANSMISSION AND DISTRIBUTION 1,255,000 1,100,000 1,100,000 267 ELECTRICAL ENGINEERING 3,293,000 2,968,900 3,011,300 268 METER READING 21,800 - - 269 ERP SYSTEM 842,800 500,000 1,244,800 270 TOTAL EXPENSES 7,431,800 6,195,900 8,584,200 271 BUDGET BALANCE 15,640,000 17,062,300 17,062,300 272 TOTAL BUDGET BALANCE & EXPENSES $ 23,071,800 $ 23,258,200 $ 25,646,500 273 The City Manager is hereby authorized, without further approval of the City Council, to make 274 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 275 department with the exception of any transfers prohibited by City Procedure #F306. ADOPTED: 8

276 CITY OF DOVER ORDINANCE # 2020-14 277 COMMUNITY TRANSPORTATION IMPROVEMENT FUND 278 REVENUES AND BUDGET FOR 2020-2021 279 BE IT ORDAINED BY THE MAYOR AND COUNCIL OF THE CITY OF DOVER, IN COUNCIL MET: 280 The amount hereinafter named aggregating Seven Hundred Ninety-Five Thousand Eight Hundred 281 dollars ($795,800) or so much thereof as may be necessary are hereby appropriated from current revenues 282 and other funds for the use by several departments of the Municipal Government for the fiscal year 283 beginning July 1, 2020 and ending June 30, 2021: 284 OPERATING REVENUES 285 2019/20 2020/21 2020/21 286 REVISED ADOPTED REVISED 287 PRIOR YEAR BALANCE $ 334,000 $ 662,400 $ 312,400 288 GRANTS REVENUE 416,600 400,000 483,400 289 TOTALS $ 750,600 $ 1,062,400 $ 795,800 290 OPERATING EXPENSES 291 2019/20 2020/21 2020/21 292 REVISED ADOPTED REVISED 293 PROGRAM EXP. GRANT RELATED $ 750,600 $ 750,000 $ 795,800 294 295 CURRENT YEAR BALANCE - 312,400 - 296 TOTALS $ 750,600 $ 1,062,400 $ 795,800 297 The City Manager is hereby authorized, without further approval of the City Council, to make 298 interdepartmental transfers of up to five percent of the amount hereinafter appropriated to any 299 department with the exception of any transfers prohibited by City Procedure #F306. ADOPTED: 9