COUNCIL WORKSHOP MINUTES AND EXHIBITS

COUNCIL WORKSHOP A Council Workshop was held on June 2, 2022, at 9:24 a.m. with Council President Sudler presiding. Council members present were Mr. Anderson, Mr. Boggerty, Mr. Neil, Dr. Pillsbury, Mrs. Arndt, Mr. Rocha, and Mr. Taylor. Mayor Christiansen was also present. Mr. Hare was absent. Staff members present were Mr. Hugg, Ms. Duca, Mrs. Melson-Williams, Ms. Poole, Mr. Waddell, Mr. Nowak, Police Chief Johnson, Mrs. Sass, Mr. Lyon, Mr. Sylvester, Mr. Hamlett, Mrs. Marney, Mr. Josefowski, Mrs. Martine, Mrs. Bennett, Mrs. Rivera, and Mrs. Collier-Mankin. Other staff members present for lunch were Mr. Mullaney, Mr. Ramsey, Mr. Boots, Mr. Espil, Mr. Dill, Ms. Brown, Mr. Halfpenny, Mr. Wallace, Mr. Gibbs, Ms. Avery, and Mr. Barth. ADOPTION OF THE AGENDA By unanimous consent, the agenda was adopted. INTRODUCTION AND OVERVIEW Council President Sudler welcomed staff and introduced Ms. Jaime Boone, Diversity, Equity, and Inclusion Facilitator. Ms. Boone thanked Council for the invitation to be part of the conversation. Ms. Boone explained she has been working with the Diversity, Equity, and Inclusion and would like to serve as the connector between Council and the Committee. Council President Sudler introduced Mr. Dave Hugg, City Manager, and Mrs. Sharon Duca, Assistant City Manager. Mrs. Duca reviewed the presentation titled “Council - Staff Discussion Moving Dover Forward in 2022” (Exhibit #1). PRESENTATIONS BY CITY DEPARTMENTS Mrs. Dawn Melson-Williams, Interim Director of Planning and Inspections, reviewed Table 1-2: 2019 Comprehensive Plan Chapter Goals (Exhibit #2). Responding to Mr. Boggerty, Ms. Poole stated for exit interviews she would like to implement a dual approach of in-person and a digital form. Responding to Mr. Rocha, Ms. Poole stated if an employee leaves angry and quits without notice her plan is to allow them time to process and follow up within a month of their departure. Responding to Mr. Sudler, Ms. Poole stated she had past success with Survey Monkey and would like to implement surveys to check and see how employees are feeling. Responding to Mr. Neil, Ms. Poole stated the issue with the length of onboarding is the City of Dover uses paper applications, as well as the Finance Department, must onboard into payroll. Mr. Sudler suggested if Human Resources moves to have all applications online, they should still allow paper applications for anyone who may have a challenge getting to a computer and offer accommodations for people with disabilities. Mr. Sudler noted current employees have brought concerns regarding the 6-month probationary period. Mr. Sudler stated the employees feel vulnerable. Mr. Sudler suggested shortening the probationary period and making sure Department Heads and Supervisors are aligned with a Transformational Leadership Style.

CITY COUNCIL WORKSHOP OF JUNE 02, 2022 PAGE 2 Chief Johnson stated he believed the probationary period needs to stay at 6 months. Chief Johnson explained retention is okay however the Market Equity is not there. Chief Johnson further explained employees are actively seeking other jobs due to pay disparity among pay between city, county, and state. Chief Johnson stated there is a national shortage of 911 call center employees, there are no fully staffed centers. Chief Johnson noted he is currently pooling officers from the street to work the call center. Ms. Trish Marney, Customer Service Director, stated what motivates her department is being a public servant and interacting with the community. Ms. Marney explained she gives her staff a voice, for example, if an employee wants to be a manager it is her responsibility to train and help them achieve their goal. Mr. Larry Josefowski, Director of Information Technology, noted the City of Dover has a firewall to protect from outside threats. Mr. Josefowski stated the number of threats trying to get in is high. Mr. Josefowski stated Tyler Enterprise Resource Planning System in theory does everything. Mr. Josefowski explained the system is all-encompassing and can be used in all departments. Responding to Mr. Boggerty, Mr. Josefowski stated city emails are not encrypted due to the Freedom of Information Act. He explained with encrypted emails he would not be able to pull the emails for a request. Responding to Mr. Anderson, Mr. Josefowski stated there has been turnover in Tyler Technologies so why they are helpful it is hard to get the same person on the phone twice. Mr. Josefowski explained the city is currently taking a cautious approach in the implementation of Tyler/Munis to run tests and avoid widespread errors. Mr. Josefowski expressed he feels there should have been a project manager to implement something of this size. Responding to Ms. Melson-Williams, Mr. Josefowski stated the IT Department has plans to convert the email address and website to .gov. Mr. Jason Lyon, Director of Water Wastewater, expressed the importance of getting the word out to constituents currently through newspapers, social media, QR codes, Dover TV, and the website. Mr. Lyon noted the city needs a broad-based approach to get information out to residents via social media, QR codes, Dover TV, and the website. Mr. Lyon suggested using technology for training and creating templates, so all announcements look the same. Mr. Steven Ramsey suggested a notification system through Customer Service and bill inserts. Mr. Ramsey explained Customer Service has residents’ addresses and contact information. Mr. Boggerty suggested departments should collaborate with IT to work on live streaming across multiple platforms. Mr. Mike Hamlett, Central Services Director, reported an update on aging buildings, preferred maintenance, and fleet replacement issues. Mr. Hamlett stated COVID-19 has hindered the process financially. Mr. Hamlett also explained supply issues for parts to make repairs have been on backorder. Mr. Hamlett noted contractors are also experiencing the same issues as the city. Mr. Hamlett stated every vehicle has a shelf life. He explained there is minor maintenance to a vehicle

CITY COUNCIL WORKSHOP OF JUNE 02, 2022 PAGE 3 but once they reach a certain number of years and mileage there are major repairs needing to be made that can be costly. Mr. Paul Waddell, Electric Director, stated inflation impacts the department daily in providing continuous service and repairing existing services. Mr. Waddell stated the department uses the consumer price index (CPI) in some formulas with fiber releases. Mr. Waddell explained the consumer will be seeing an increase in the CPI and electric rates. Mr. Waddell highlighted purchasing issues in his department as well. Mr. Waddell explained bucket trucks are 900 days out. Mr. Waddell further explained transformers had a 12 to 15-week lead time and are now seeing 70-to- 72-week lead times. Responding to Mr. Anderson, Mr. Waddell stated in Townpointe there is roughly 65% underground and 35% overhead. Mrs. Kay Sass, Public Affairs and Emergency Management stated most corporations spend 1% of their overall payroll on recognition for employees. Mrs. Sass explained to the City of Dover that would be between $250,000 - $420,000 yearly. Mrs. Sass noted the Police Department and Fire Department seem to be recognized a lot by the community. However, she pointed out that the team effort such as sanitation and parks and recreation is lacking. Mrs. Sass stated that Elected Officials could acknowledge someone for a job well done by using their name, acknowledging them during a Council meeting, and sending a handwritten note or an email of appreciation. Mrs. Sass also noted she could highlight an employee in the newsletter. Mrs. Sass stated OC Tanner reports that 36% of employees who have quit their job in the past six months, did so without even having another job lined up, and 40% intend to leave their current job in the next three to six months. The same study shows what employees really want from their company is to feel valued and have a sense of belonging. This is something we all, in this room, have some control over and need to do better, regardless of what our position is. Mrs. Sass passed out a photo of the world with words that employees said about Council (Exhibit #4). Mr. Robin Eaton, Director of Parks and Recreation suggested getting teams together for low-impact activities, for example, cornhole, bocce ball, bus trips, and chili cook-offs. Mr. Eaton explained the importance of building a team. Responding to Mr. Neil, Mr. Eaton stated they received a skate park grant. Responding to Mr. Rocha, Mr. Eaton explained they are waiting on the developer, and plans are not finalized. Trish Marney read the poem entitled “Do it Anyway” (Exhibit #5). COUNCIL STRATEGIC VISION AND GOAL SETTING Mr. Sudler stated the vision is teamwork, supporting and encouraging one another. CLOSING REMARKS AND COUNCIL COMMENTS Mr. Hugg thanked department heads, council, and staff for their attendance. Mr. Sudler stated Mr. Hugg and staff for organizing the event and following Council’s Vision.

CITY COUNCIL WORKSHOP OF JUNE 02, 2022 PAGE 4 The meeting was adjourned by unanimous consent. Meeting adjourned at 2:02 p.m. ANDRIA L. BENNETT CITY CLERK ROBIN R. CHRISTIANSEN MAYOR /RE S:\AGENDAS-MINUTES-PACKETS\Council-Minutes\2022\06-02-2022 COUNCIL WORKSHOP.wpd Exhibits Exhibit #1 - Council - Staff Discussion Moving Dover Forward in 2022 Exhibit #2 - Table 1-2: 2019 Comprehensive plan Chapter Goals Exhibit #3 - Presentation titled “Retention and Recruitment Metrics Exhibit #4 - World Diagram Exhibit #5 - Poem - Do it Anyway

EXHIBIT #1 City Council Workshop of June 2, 2022 COUNCIL-STAFF DISCUSSION Moving Dover Forward in 2022 Council Retreat, June 2, 2022

Council – Staff Discussion: • The Focus • Presenters • Format • Topic Areas • What We Won’t Do Today (not a budget discussion) • What We Hope to Receive from Council 2

By The Numbers (Data) • Various Indicators of Growth • Demographics • Economy • Etc. 3

By The Numbers: Population POPULATION PROJECTIONS +9.3% +1.4% +1.3% +2.2% +2.1% +3.1% +3.0% 44,964 43,643 42,322 41,446 40,031 40,570 39,491 36,047 2010 2020 2025 2030 2035 2040 2045 2050 4

By The Numbers: Households NUMBER OF HOUSEHOLDS - 13.0% INCREASE 2010 2020 14,740 13,046 NUMBER OF HOUSEHOLDS 5

By The Numbers: Land Area LAND AREA (SQ.MI.) - 2.5% INCREASE 2010 2020 23.87 23.29 LAND AREA (SQ.MI.) 6

By The Numbers: Tax Rates TAX RATE per 100 2021 0.4150 2.5% 2020 0.4050 -8.0% 2019 0.4400 8.6% 2018 0.4050 0.0% 2017 0.4050 0.0% 2016 0.4050 0.0% 2015 0.4050 19.9% 2014 0.3378 0.0% 2013 0.3378 0.0% 2012 0.3378 0.0% 2011 0.3378 0.0% 2010 0.3378 0.0000 0.0500 0.1000 0.1500 0.2000 0.2500 0.3000 0.3500 0.4000 0.4500 0.5000 7

By The Numbers: Full-Time Personnel FULL-TIME PERSONNEL 2010 2020 2022 394 383 376 1.9% -4.6% FULL-TIME PERSONNEL 8

By The Numbers: Assets ASSETS 6.5% 2010 2020 229.79 215.70 6.0% 196.08 185.00 12.7% 113.00 100.27 CITY MAINTAINED STREETS (MI.) WATER MAIN (MI.) SANITARY SEWER MAIN (MI.) 9

By The Numbers: Services ELECTRIC CUSTOMERS 2010 2020 24,440 6.4% 22,968 ELECTRIC CUSTOMERS 10

By The Numbers: Services POLICE STATISTICS 2010 2020 12,325 10,237 20.4% MISCELLANEOUS CALLS FOR SERVICES 11

PEOPLE: Challenges • Numbers/workforce • Compensation • Recruitment • Extremely competitive and limited marketplace • Outside directives ($15 minimum wage) • Succession and career development • Diversity, Equity and Inclusion • Training • Motivation and Morale Our #1 Asset 12

PEOPLE: Opportunities • Movement toward Market • Career Ladders • Recruitment Options • Job Sharing and Interdepartmental Teams (such as DE&I) • Social Media • Flexible Schedules and Locations • Information Gathering and Sharing • Safety and well being – we care 13

PEOPLE: Discussion • Recruitment and Retention (Diversity) • Compensation and Classification (Market Equity) • Safety and Well Being • Growth Opportunities and Advancement (Career Ladders) • Fairness (Equity) • Access (Inclusion) • Leadership 14

TECHNOLOGY: Challenges • Obsolescence • Cyber Security • Physical Security and Access Control • Paperless Operations • Mobile Access • Social Media 15

TECHNOLOGY: Opportunities • Life Cycle Funding/Reserve Fund • Training and Tabletop Exercises • Tech Tuesday • Website and Social Media • Intranet • Emergency Notification • Electric Vehicles and Other Emerging Technologies 16

TECHNOLOGY: Discussion • Security • Obsolescence and Life Cycle Support • Paper Based Operations • Leading Edge (or Following) • Remote, Flexible Access, Mobile • Access, Information, Social Media and Website 17

FACILITIES & OPERATIONAL CAPACITY: Challenges • Lead times and shortages • Inflation and cost uncertainty • Old & outdated facilities • Deferred maintenance • Fleet procurement, utilization, maintenance • Growth driven commitment to staffing and resources 18

FACILITIES & OPERATIONAL CAPACITY: Opportunities • Going digital – away from paper-based operations • Purchasing policies • Fleet Replacement Funding, Car pooling, EV vehicles • Master plans for space needs – city hall, warehouse, shop • City-wide Energy Policy and Plan 19

FACILITIES & OPERATIONAL CAPACITY: Discussion • Aging Buildings and Deferred Maintenance • Keeping Current with Training and Equipment (especially EVs) • Adapting to Long Lead Times and Supply Chain Issues • Inflation, CPI Adjustments and Purchasing Issues • Fleet Replacements, EV and Pool/Sharing • Capital Expenditures (Utilities, Roads, etc.) • Long Term Master Plan for Space Needs 20

SUPPORT AND DIRECTION: Challenges • Transformational Leadership • Vision and Policy • Perception – Telling Our Story • Recognition and Reward • Team Building – Breaking Down Silos • Training and Skills Building 21

SUPPORT AND DIRECTION: Opportunities • More than a pizza party – Council actions • Employee “Yearbook” • Inter-departmental teams such as DE&I • Mentors • Job sharing • Celebrate victories • Support, neutrality, consultation first 22

SUPPORT AND DIRECTION: Discussion • Building Morale Through Recognition and Reward • Removing Silos Across Departments • Encouraging Interactions Among Employees • Informing, Telling Our Story and Promoting Dover • Team Building • Listening • Backing Staff for Decisions Made 23

EXHIBIT #2 City Council Workshop of June 2, 2022 Adopted - 1.13.2020 Chapter 1 Introdudion Dover 2019 Comprehensive Plan Table 1·2: 2019 Comprehensive Plan Chapter Goals Goal 1: Protect the Natural Environment Natural Goal 2: Improve Watershed Quality Resources and Goal 3: Improve Air Quality Environmental Goal 4: Encourage Green Development and Sustainable Energy Protection Practices Goal 5: Preserve Accessto Open Space and Scenic Resources Goal 1: Preserve and Protect Historic Resources 1 Historic Goal 2: Provide and Promote Incentivesfor Preservation Activities Preservation Goal 3: Increase Public Information on Historic Resources Goal 4: Collaborate with Diverse Groups and Governments Goal 1: Proactively Maintain Existing Infrastructure and Expand Infrastructure When Beneficial Public Utilities Goal 2: EnhanceInfrastructure to Meet Community Needs and Goal 3: Meet or Exceed the State and Federal Requirementsof the Infrastructure NPDESPermit and Stormwater Management Goal 4: Continue to Strive for Excellent Service Goal 1: Provide and Maintain Quality City Services Community Goal 2: Invest in City Owned Resources Services and Goal 3: Provide a System of Interconnected Open Space ArEas Facilities and Recreational Opportunities Goal 4: Prepare Effectively for Disasters Goal 1: Preserve and Maintain the Existing Transportation Syst~m Goal 2: Increase Coordination with Agencies Transportation Goal 3: Develop and Expand Alternate Modes of Transportatic n Goal 4: Create Recommendationsand Policies for Roadways anid Development 2079 ComprehensIve Plan Adopted 1.13.2020 Page 1 11

Adopted - 1.13.2020 Chapter 1 Introduction Dover 2019 Comprehensive Plan Goal 1: Attract and Retain High-Paying Quality Jobs by Targeting Business Sectors that are Best Suited for Dover and Kent County Goal 2: Encourage the Economic Revitalization and Integrity of Dover's Downtown, including the Historic Core and the Traditional Communities Surrounding It Goal 3: Promote the Revitalization and Redevelopment of the Center City Economic Goal 4: Ensure that Land Development, Zoning, Infrastructure and Development Other Development Requirements Encourage the Economic Development and Uses Desired Goal 5: Actively market the Garrison Oak Business and Technology Center (GOBTC) Goal 6: Pursue Economic Development Linked to Active Recreation Goal 7: Pursue Economic Development Linked to Improved Healthy Food Access Goal 1: Encourage Balanced Housing Opportunities for all Residents of the City Housing & Goal 2: Preserve Existing Housing Stock Community Development Goal 3: Provide Safe and Healthy Livable Neighborhoods Goal 4: Provide Homeownership Opportunities Source: 2079 Comprehensive Plan Page 1- 12 - 2019 Comprehensive Plan Adopted 1.13.2020

EXHIBIT #3 City Council Workshop of June 2, 2022 Retention & Recruitment Metrics

Reason for Capturing Metrics

Metrics Gathered

New Hires in 2021 - 38 2021 New Hires 10 9 8 7 6 5 4 3 2 1 0 2021 New Hires

New Hires in 2022 - 27 2021 New Hires 6 5 4 3 2 1 0 City Clerk Fire Library Planning and Public Works Police Info and Human Resources Electric Inspections Technology 2021 New Hires

2021/2022 Total EE Count Total # of EE's 420 415 410 405 400 395 390 385 380 2021 (393) 2022 (417) Total # of EE's

2021/2022 Total # of Terms Total # of Terms 70 60 50 40 30 20 10 0 2021 (65) 2022 (27) Total # of Terms

2021 Number and Reason for Terms Reasons for Terms Other 2 Death 1 Involuntary (Termed/Fired) 2 Voluntary (Resignation/Retire) 59 0 10 20 30 40 50 60 70 Reasons for Terms

2022 Number and Reason for Terms Reasons for Terms Other Death Involuntary (Termed/Fired) 3 Voluntary (Resignation/Retire) 24 0 5 10 15 20 25 30 Reasons for Terms

2021 Turnover – Top Departments Chart Title 1 Stormwater/Sanitation 4 0 Law Enforcement/Civilians 4 0 Library 11 0 2 4 6 8 10 12 Involuntary Voluntary

2022 Turnover – Top Departments Chart Title 0 Fire Dispatcher 3 1 Sanitation 3 0 Law Enforcement/Civilians 7 0 1 2 3 4 5 6 7 8 Involuntary Voluntary

2021 Turnover Rate per Month Turnover Rate 4.0% 3.5% 3.0% 2.5% 2.0% 1.5% 1.0% 0.5% 0.0% Jan (.7%) Feb (1.3%) Mar (0.5%) April May (0.8%) June July (.5%) Aug (3.8%) Sept Oct (0.5%) Nov (1.3%) Dec (2.0%) (2.0%) (1.0%) (2.0%) Turnover Rate

2022 Turnover Rate per Month Turnover Rate 2.5% 2.0% 1.5% 1.0% 0.5% 0.0% Jan (.7%) Feb (2%) Mar (2.2%) April (1.5%) May (0.5%) Turnover Rate

2021 & 2022 Retention Rates Retention Rate 2022 2021 82% 84% 86% 88% 90% 92% 94% 96% Retention Rate

Top Reasons Why People have Left the City of Dover 2021/2022

Years of Service

Hiring – Current Vacancies Administrative Assistant (Mayor Office)- 1 Building Craftsperson II/Central Services - 1 Laborer II Parks & Recreation-1 Safety Key Accounts – 1 Electrical Engineer I – Electric Department -1 Fire Dispatcher – Fire Dept - 1 Motor Equipment Operator I/Sanitation - 2 Camp Counselor I/Parks and Rec - 5 Relief Fire Dispatcher/Fire Dept – 4 Police Cadet/Police Communications Operator/Police – 1 MEO II/Wastewater – 1 Motor Equipment Operator I/Wastewater 2 Planner/City Manager Office – 1 Motor Equipment Operator II/Sanitation 1 HR Coordinator/HR - 1 Library Assistant/Youth Serv - 1

Hiring Process Goals

Questions?

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EXHIBIT #5 City Council Workshop of June 2, 2022 Anyway People are often unreasonable, Illogical, and self-centered; Forgive them anyway. If you are kind, People may accuse you of selfish, ulterior motives; Be kind anyway. If you are successful, You will win some false friends and some true enemies; Succeed anyway. If you are honest and frank, People may cheat you; Be honest and frank anyway. What you spend years building, Someone could destroy overnight; Build anyway. If you find serenity and happiness, They may be jealous; Be happy anyway. The good you do today, People will often forget tomorrow; Do good anyway. Give the world the best you have, And it may never be enough; Give the world the best you've got anyway.

You see, in the final analysis, It is between you and God; It never was between you and them anyway. Source unknown