COUNCIL WORKSHOP AND EXHIBIT 1

COUNCIL WORKSHOP A Council Workshop was held on May 1, 2021 at 9:11 a.m. with Council President Hare presiding. Council members present were Mr. Anderson, Mr. Sudler, Mr. Neil, Mr. Rocha, Mr .Taylor and Mr. Lindell. Mr. Slavin was absent. Council-Elect Arndt and Boggerty and Mayor Christiansen were also present. Staff members present were Police Chief Johnson, Ms. Peddicord, Mr. Robertson, Mr. Hugg, Fire Chief Carey, Mrs. Hawkins, Mr. Waddell, Mrs. Bundek, Mr. Hamlett, Mrs. Marney, Mr. Josefowski, Mrs. Duca, Mr. Lyon, Mr. Harline and Mrs. McDowell. ADOPTION OF THE AGENDA By unanimous consent, the agenda was adopted. INTRODUCTION AND OVERVIEW - MR. LARRY PASSWATERS Mr. Randy Robertson, City Manager, reviewed a team building video and introduced Mr. Larry Passwaters, Scorpio Mediations Arbitrations Relationship Training (SMART). PRESENTATIONS BY CITY DEPARTMENTS Mrs. Kim Hawkins, Human Resources Director, reviewed pages 20-23 of the document titled “Council Workshop Goals & Vision - May 1, 2021” (Exhibit #1). She advised that they had a job fair on Thursday, May 29, 2021 and received wonderful feedback from it. Responding to Mr. Sudler, Mrs. Hawkins stated that due to the limited timeframe she would circle back for the aims and strategies for the Diversity and Inclusion Advisory Committee. Mrs. Hawkins provided a brief overview of the committee. She advised that Ms. Hollie Ford, HR Administrative Assistant, hand-selected eight to ten individuals to attend that meeting and they are getting the conversation started. Mrs. Ford has reported back that she is very pleased and that there are quiet NS shy participants who have started raising their hands and made some suggestions. Mrs. Hawkins advised that one of the suggestions was to bring out the equipment for the job fair so people can see it. Mr. Neil expressed his concerns regarding the vacancies and diversity within departments. Responding, Mr. Robertson stated that the business process was not Council’s issue, but an internal issue. He noted that with the current process turnaround time internally was sometimes 60 days or more. Responding to Mr. Hare, Mrs. Hawkins advised that the permission to recruit was going through the email chain and was signed in a timely manner, but that department heads may have higher priorities on their plate than to recruit that position. Responding to Mr. Sudler, Mr. Robertson stated that he thought they were headed in the direction of a transformational leadership style. Mr. Passwaters suggested that Mr. Sudler send information to everyone regarding what a transformational leadership style is. Mr. Sudler stated that he thought it was an HR responsibility to disseminate that information. Ms. Lori Peddicord, Controller/Treasurer, reviewed pages 24-26 of the document titled “Council Workshop Goals & Vision - May 1, 2021”.

CITY COUNCIL WORKSHOP OF MAY 1, 2021 PAGE 2 Responding to Mr. Rocha regarding acclimating staff and how user-friendly the Tyler/Munis system is, Ms. Peddicord noted that it does not come without challenges, but they work with the implementer and the department head in process changes. She noted that there were a lot of polices and procedures that the City had in place that suited the old system and they have to look at those when they are building the new system and will have to revisit them after they have gone live. Ms. Peddicord stated that they do training and Tyler offers training for each module as it comes along and they have established a training room on the second floor at the building on Reed Street. She noted that the Tyler/Munis system seems adaptable and is very user-friendly. Mr. Anderson asked why they were not taking the system to the 2020 upgrade. Responding, Ms. Peddicord advised that they looked at how many municipalities signed up for the 2019 version, and then at the 2020 version. She noted that there are 40 entities with the 2020 version and they would let those customers figure out the 2020 version. Ms. Peddicord advised that the 2019 version has been used for several years and they would rather be on the back end of the transition rather than the front. Responding to Mr. Lindell regarding the backlog due to hiring, Ms. Peddicord advised that she struggles with it because there are daily tasks that are in her realm of responsibility at the end of every fiscal year and then the shuffle of implementing a new system. She stated that she thinks they should have considered more resources in the front end. Responding to Mr. Taylor, Ms. Peddicord advised that they have looked at both borrowing people from other departments to assist and to get somebody so many hours a day to come and assist. She noted that they had an individual that they picked out of the job market and was very helpful for several months in converting data. She noted that they have various staff from other departments helping, the Information Technology (IT) Department in particular with payroll conversion by pulling data in and moving it around in a different layout. Ms. Peddicord stated that they could also test and utilize interns. Mr. Matthew Harline, Assistant City Manager, reviewed pages 27-49 of the document titled “Council Workshop Goals & Vision - May 1, 2021”. Mr. Harline recommended that budget discussions take place on Tuesday, May 24th, Wednesday, May 25th, and if needed, Thursday, May 26th at 6:00 p.m. He noted that he would like it sooner, but that was when he knew they would be ready. Mr. Hare noted that the dates Mr. Harline recommended lead into Memorial Day weekend and that he would not be there, but he was fine if they proceeded without him. Mr. Neil expressed concerns regarding the potential funds that the City could be receiving from the American Rescue Plan (ARP). Responding to Mr. Neil, Mr. Harline stated that they needed to know how much it was first and second what the restrictions would be on it. He noted that they learned that it was going to come in two pieces and it was only $7 million, roughly $3.5 million per year. Mr. Harline advised that Ms. Lisa Chase, Grant Writer, Mr. Robertson, and staff put together some requests in different arenas such as earmarks. Mr. Paul Waddell, Electric Director, reviewed pages 50-52 of the document titled “Council Workshop Goals & Vision - May 1, 2021”.

CITY COUNCIL WORKSHOP OF MAY 1, 2021 PAGE 3 Mrs. Cheryl Bundek, Tax Assessor, reviewed her retirement plan with Council members. She noted that after her retirement there was no need to have an assessor’s positions because they would be able to use the Kent County’s evaluations. She advised that Mr. Michael Petit de Mange, County Administrator, indicated that they were going to do a cyclical reevaluation, which was not required in the lawsuit, but he understands the benefit of doing a cyclical reevaluation. Mrs. Bundek advised that the City’s first revaluation cost almost $1 million and they have reduced it to about $100,000 every five years. Mrs. Bundek advised that the addendum received legal approval and they can add the addendum to their support agreement with Tyler Technologies. Mrs. Bundek advised that if they use the County’s value, there would no longer be a need for an appeal board, support services, or the software with Tyler Technologies. She noted that the cost saving would be about $11,000 to $12,000 a year. She advised that her recommendation was for Council to approve the addendum for the support services and to reclassify her administrative assistant to assessment administrator. Mrs. Bundek noted that she also has a residential technician position and that they would not longer need their skill set with the addendum of having the contractors come in, so they were available to any department that needed them. She noted that the other recommendation would be to put the position of assessment administrator under the Customer Service Department. Mr. Mike Hamlett, Central Services Director, reviewed pages 53-57 of the document titled “Council Workshop Goals & Vision - May 1, 2021”. He noted that the goal was to maintain the longevity of the City’s investments. Responding to Mr. Rocha, Mr. Hamlett advised that the decrease in personnel was due to the financial crash in 2008. He noted that in 2010, as employees started retiring they just had a downward trend. Mr. Hamlett advised that there were no slots in the budget to bring them back. He stated that they added personnel in the budget the previous year, unfortunately due to COVID, that was not working and now they were at a $5 million deficit. Responding to Mr. Robertson, Mr. Hamlett advised that they contract out custodial services. Responding to Mr. Lindell, Mr. Hamlett stated that they have a very long backlog and currently have a preventative maintenance schedule through the year. There are generally 10 to 15 work orders and the worst backlog is 20 to 25 work orders. Mr. Hamlett noted that they are prioritizing those work orders. He advised that there is a cost to departments. Mr. Hamlett stated that they have done a cost benefit as far as if they hired within to address that backlog and adding more staff versus how much they are spending by contracting it out. He noted that he could provide those numbers to Council and that they could look at projects they are investing in today versus the product line. Responding to Mr. Sudler, Mr. Hamlett stated that he was open to all suggestions, even hybrid employees and cross training. Mrs. Patricia Marney, Customer Service Director, reviewed pages 59-67 of the document titled “Council Workshop Goals & Vision - May 1, 2021”. Fire Chief David Carey reviewed pages 68-84 of the document titled “Council Workshop Goals & Vision - May 1, 2021”.

CITY COUNCIL WORKSHOP OF MAY 1, 2021 PAGE 4 Responding to Mr. Lindell, Fire Chief Carey stated that the change of the by-laws affected the line officers, which is eight individuals. He noted that with recruitment they are having a problem with retaining people because people are working two or three jobs at a time now and they do not have a lot of time to volunteer. However, they hired a marketing company last month who is doing some social media advertising for them. Responding to Mr. Lindell, Fire Chief Carey noted that he works in Newark now and they rent the building across the street from them and have 12 live in members and it works well. Fire Chief Carey advised that they were applying for a SAFER grant (Staffing For Adequate Fire And Emergency Response) which handles recruitment, retention, and training. He stated that they are hoping to receive a grant of $100,000. Responding to Mr. Neil, Fire Chief Carey reviewed the property tax proposal. He stated that he borrowed the idea from the City of Cambridge, Maryland. They give a property tax incentive for volunteers to keep them living in the city to help with the response time of the volunteers. He stated that Cambridge had an issue of people moving away from the fire department and not being able to staff fire houses. Mr. Hare stated that they should have a fire service fee or a run fee where the first two fire runs a year are not charged, but if they go for a third time there would be a charge assessed against them. Fire Chief Carey noted that he spoke with Mr. Robertson about increasing the fees for fire alarms. He stated that if there is a malfunctioning fire alarm or false alarm, after the third alarm they will start getting fined, but it is a 10-year old figure. Mr. Lawrence Josefowski, Information Technology (IT) Director, reviewed pages 85-96 of the document titled “Council Workshop Goals & Vision - May 1, 2021”. Mr. Taylor asked if the City had the resources and systems in place to be able to recover material if the City was a victim of hacking. Responding, Mr. Josefowski stated that a lot of the data is maintained locally and they have data duplication that is stored in a cloud. He advised that they have 10 terabytes of data for the City, and three of that is up on the cloud, so they can recover data. Mr. Josefowski stated that the problem was to get the data back without buying a file and print server. He stated that he would like to look at defense of utilization and if he could find a server just for standby. Mr. Neil asked if the Council iPads were vulnerable. Responding, Mr. Josefowski stated that the City had a variety of tools in place to protect the resources, such as CrowdStrike and a firewall to prevent things from getting through. He noted that they are proactive on the workstations and anything that is connected to it, but that there is always room for improvement. Responding to Mr. Rocha, Mr. Josefowski stated that some of the technology that they have would need new equipment and a part of that would be building switches for VLAN. Mr. Brian Sylvester, Library Director, reviewed pages 97-98 of the document titled “Council Workshop Goals & Vision - May 1, 2021”.

CITY COUNCIL WORKSHOP OF MAY 1, 2021 PAGE 5 Responding to Mr. Neil, Mr. Sylvester stated that he would get specific information from the Delaware Division of Libraries regarding memberships. Mr. Robin Eaton, Parks and Recreation Director, reviewed pages 99-103 of the document titled “Council Workshop Goals & Vision - May 1, 2021”. Responding to Mr. Sudler, Mr. Eaton stated that he had not heard anything regarding a miniature golf area, but that nothing was out of the realm. He noted that if they were to do a survey in the community and they would like to see mini golf and if they could afford it then that would be a project they could take on. He advised that his vision of the revitalization of the parks is what the people want there. Mr. Andre Boggerty, Council-Elect, expressed his concerns regarding Dover Park. Responding to Mr. Boggerty, Mr. Eaton stated that they are building infrastructure at Dover Park which is based on the removal of the old building and the size of the building is within the permit in the agreements. He stated that it may not have a basketball court in it, but it could be a good sized open room that could be utilized for other things. Mr. Eaton stated that they plan to have programs and that it was not going to be closed at certain times. He noted that the staff that use to work in that building feel that the park has become unsafe because no one is there and it is their belief that if they put the building there, there would be a presence. Mr. Eaton noted that the building, spray pad, and accessible playground in Dover Park and the skate park and dog park in Schutte park are being driven by the community. Responding to Mr. Lindell, Mr. Eaton stated that he was not aware of any pop up or mobile parks, but that they want to make it happen. Mr. Robertson noted that they could come back to Council within the next 60 days with information on pop up parks. Responding to Mr. Anderson, Mr. Eaton stated that he received an email a month ago that the Innovative Readiness Training (IRT) program for the grading was revoked. Mr. Harline noted that it was cut the last time and that they were going to have to reapply. Council members recessed for a lunch break at 12:10 p.m. The workshop resumed at 12:32 p.m. Mr. David Hugg, Planning and Community Development Director, reviewed pages 104-120 of the document titled “Council Workshop Goals & Vision - May 1, 2021”. Responding to Mr. Sudler, Mr. Hugg stated that he did not know about tiny homes, but that it was time for the City to look at housing as an issue and that tiny homes may be a part of that solution. He noted that they have a lot of issues with affordability and general maintenance. Mr. Hugg advised that almost everything they are building is in one plateau, no higher value housing is being built. He noted that most of it is apartments and townhouses, so an affordable housing assessment is called for and could include alternative forms. Mr. Sudler asked if the City had reached out and assisted the Dover Interfaith Mission for Housing (DIMH) with the homeless and relocation of their shelter. Responding, Mr. Hugg stated that to build shelters, they need a specific design classification which in Dover are mostly churches, schools, and state offices. Mr. Hugg stated that he was not sure what DIMH’s final solution is, but knew that they

CITY COUNCIL WORKSHOP OF MAY 1, 2021 PAGE 6 were looking. Mr. Hare advised that it was going to be coming before Council and that the place that was turned down for DIMH was next to the West Side Car Wash across from Bennie Smith Funeral Home. He noted that the owner of that building was trying to get it changed to become subsidized housing or apartments. Mr. Hare and Mr. Neil expressed their concerns regarding homelessness in the City of Dover. Responding to Mr. Hare, Mr. Hugg stated that he did not know how much income the City received from rental licenses. Mr. Hare stated that 53% of properties in Dover were rentals and that they should raise the rental prices. Mr. Hugg advised that the fee was around $100 a year for a rental license and that it cost more than $100 to send a code enforcement officer to do an annual home inspection. He advised that they have been understaffed in the last few years so they have been doing annual home inspections every few years. Responding to Mr. Taylor, Mrs. Marney advised that the grass fines and grass cutting services go to the owner and the tenant is also notified. She stated that the owners are held responsible for that debt, and it can be applied against the tax bill. Mrs. Marney noted that there is a Clean Hands ordinance and it can affect the utility services for whomever is living in the residence. Mrs. Marney advised that they do not technically disconnect power for a tenant if it is an owner's debt and a grass cutting charge, a building charge, and a demolition charge, are considered an owner's debt, but they are lienable against the property. Ms. Sharon Duca, Public Works Director, reviewed pages 121-143 of the document titled “Council Workshop Goals & Vision - May 1, 2021”. Mr. Rocha asked if the quality of the material that they purchased to repave or re-asphalt a neighborhood is as good a quality as the exiting material that has lasted for 30 years. Responding, Ms. Duca stated that what they utilize is now a requirement. Responding to Mr. Taylor, Ms. Duca advised that they are looking into interns and collaborating with some of the community partners. Mr. Jason Lyon, Water and Wastewater Director, reviewed pages 144-151 of the document titled “Council Workshop Goals & Vision - May 1, 2021”. Mr. Lyon stated that the lead and copper removal project would start in 2024. He advised that the rule will be that they have to have a plan in place and start eliminating lead, not just from the City pipes, but every pipe in the City. Responding to Mr. Anderson, Mr. Lyon stated that there has not been anything installed with lead since 1988 and, with the Planning Department, they would see if there were any plumbing permits for pipe replacement. He stated that they would try to do public outreach, have people do surveys, and incentivize them. Responding to Mr. Rocha, Mr. Lyon stated that the brown water and sulfur odor coming from the faucet was a different issue and that there should be no sulfur odor. He stated that someone from the department would come and take a sample.

CITY COUNCIL WORKSHOP OF MAY 1, 2021 PAGE 7 Mr. Taylor asked for an overview diagram of the piping system that could show the hundred year old and vulnerable pipes in a grid form. Responding Mr. Lyon stated that there is a map of the whole City with GIS integration. Mr. Rocha asked if there was something they could do to improve the pipes in certain areas. Responding, Mr. Lyon advised that in 2008 they had a study of locations with under-sized pipes, every type of rating, and that had a number of groundwater complaints regarding size, age, and proximity to schools and hospitals. He stated that they have been focusing on the downtown area. Mr. Lyon advised that the litigation with the water treatment plant project caused some significant delays. He noted that the prime contractor issued a change order based on the fact that the City was delayed with creating the project and they were going to mediation on June 8th at 9:00 a.m. Mr. Lyon advised that they submitted their response to their claim and they feel very confident with their stance. Dover Police Chief Thomas Johnson reviewed pages 152-161 of the document titled “Council Workshop Goals & Vision - May 1, 2021”. Responding to Mrs. Tricia Arndt, Council-Elect, regarding the training with Dr. Gary Vilke, Chief Johnson stated that they were going to memorialize the training. Council recessed for a 10-minute break. COUNCIL STRATEGIC VISION AND GOAL SETTING Mr. Larry Passwaters, Scorpio Mediations Arbitrations Relationship Training (SMART), reviewed questions and answers from Department Heads and moderated a discussion to determine the City’s vision and goals. Responding to Mr. Passwaters, Mr. Rocha stated that he had been a Council member for two years. He noted that what prompted him to run was that it was another level of helping people. Mr. Rocha stated that he was used to helping people one-on-one or in small groups, but with his skillset he believed he could help the masses. Responding to Mr. Passwaters, Mr. Neil stated that he ran for Council because senior citizens were being taken advantage of living in homes on leased land. He noted that they were paying more each year and those elected were the only people who could help them. Mr. Neil stated that millions of dollars leave the state and goes into the pockets of investors who do not pay Dover taxes. He noted that when his representative moved up, people looked at him to run. Responding to Mr. Passwaters, Mr. Sudler stated that he would have a universal understanding of organizational leadership style, a culture of change that guides the work atmosphere. He noted that it was important for consistency between departments Responding to Mr. Passwaters, Mr. Hare stated that he was asked to run years ago by a person he respects, Mr. Francis Weyandt. He stated that Mr. Weyandt told him that once he was elected he had to do what was right, not what Mr. Hare thought would get him reelected and the worst thing that could happen was that he would not get reelected.

CITY COUNCIL WORKSHOP OF MAY 1, 2021 PAGE 8 Responding to Mr. Passwaters, Mr. Anderson stated that he wanted to see a City where anybody could feel safe walking in their neighborhood, one that was prosperous with a vibrant relationship with community partners and a government that worked for everyone regardless of importance. Mr. Neil stated that he wanted to destroy silos by putting in place a series of communication protocols through the City Manager's office to ensure that the flow of information that they have heard during the workshop was going to the Council members on a regular basis so that they understand what they were going to be facing going forward. Mr. Neil expressed his concerns regarding safety, panhandlers, and homelessness. He asked how to get control of the people who are coming downtown. Mr. Neil stated they needed a vision that would help those people the best they could and then let the public know. Mr. Anderson asked how they could do that without creating a problem. He noted that there was a certain balance because they were a little City and there were people coming from Sussex and New Castle County and Maryland and then they were overwhelmed. Responding to concerns regarding the homeless, Mr. Taylor asked if it was possible for them to identify the liquor store downtown or to write an ordinance that liquor stores cannot be downtown without them violating anybody’s rights. He noted that the liquor store was a problem when he was a police officer and was still a problem now. Mr. Neil suggested public service announcements on the radio, television and on vehicles. Mr. Robertson stated that their marketing was off and a part of that was resource driven. He noted that they have one public affairs officer who is in a union and they are the Emergency Management Coordinator as well. He stated that they do not have a safety director. Mr. Robertson suggested that if he could redesign it, he would focus some on marketing and start getting their messaging out. He noted that eventually he would like the newsletter to be weekly. Mr. Robertson advised that they tried to sell marketing on the side of a trash truck to WSFS bank. Responding to Mr. Passwaters, Mr. Robertson advised that when he says marketing he means messaging about the City’s story only. He noted that he does not mean selling a spot for revenue. Mr. Sudler stated that as a point of leading by example, they have to work with departments to boost morale within the workplace. He noted that they need more team strategies to make them more unified rather than emphasizing their individual position. Mr. Neil suggested two Council members as oversight to make employees feel comfortable. Mr. Taylor asked where Council stood on an Ordinance Committee. He noted how old the ordinances were compared with what was currently happening. Mr. Rocha stated that somebody had to look at the ordinances, they could not expect people who were working day to day to accomplish that task. Mr. Anderson suggested the committee be made up of citizens and Council people to review the ordinances. He stated that once they complete the ordinances, there were other items they needed to look at. Mr. Lindell stated that when they were discussing adding committees, they have to be public and are subject to the Freedom of Information Act (FOIA) and that puts more of a burden on the City Clerk’s Office. He noted that for every committee, they have to have staff for them.

CITY COUNCIL WORKSHOP OF MAY 1, 2021 PAGE 9 Mr. Neil noted that Mr. Hugg, Director of Planning and Community Development, has been reviewing ordinances. He asked what Council members had to do if they were going to appoint the committee and to work with a department. Mrs. Trisha Arndt, Council-Elect, stated that one of the recommendations Mr. Hugg made was to update the ordinances and that he needed resources to do them. Mr. Hare stated that if they form this committee and it is all said and done, it might end up saving the City Clerk’s Office time in the long run because it might take 40 committees down to 20. Mr. Sudler suggested that the City strengthen their relationship with Kent County so that they can be more supportive of the City when they need funding or assistance. Mr. Passwaters stated that the items he was writing down were highlights and that he would send them to Mr. Robertson and Council members. Mr. Neil reminded Council members that when dealing with their Council meetings to respect the time of Council members, Staff, and the public participants. He suggested setting up a protocol and resuming the public forum ahead of the Regular Council meetings. Mr. Passwaters asked members if serving on Council was their full time jobs and noted that it was reason alone to do what Mr. Neil was suggesting. Mr. Lindell stated the issue comes down to the Committee Chairs. He noted that for the Legislative, Finance, and Administrative Committee, if someone wanted to put an item on the agenda, there needed to be some documentation about the item. Mr. Passwaters asked members if they had any thoughts on how the City could raise money or enhance their ability to collect revenue. Mr. Hare stated that was one of the items they discussed with the ordinances, instead of a $25 fine, make it $125 or $225 and they would get to the point where people would comply. He noted that would free up more staff time. Mr. Passwaters noted that penalties imposed by the Internal Revenue Service (IRS) were compounded daily, but it was not always a deterrent. He stated that they leave the door open for negotiation. Mr. Taylor stated he was hoping that departments were having staff meetings and that the department heads would present their staff’s great ideas. Mrs. Patricia Marney, Customer Service Director, stated that if they raised a returned check fee, implemented a utility application fee, or raised a disconnect or reconnect fee, they should be prepared to hear about it forever. Mr. Taylor stated that they should tell the customers up front. Mr. Anderson stated that the fees should be different if they demand a convenience or if they have to go out after hours for the service fee. Mrs. Marney advised that if someone wanted their utilities turned on because they purchased a home at 4:45 p.m. on Friday, it was overtime. She stated that they do not budget for a lot of those instances, so there is the decision to charge them a fee, but if they wanted to wait until Monday they could do that for no charge. Mr. Taylor noted that any change had to go through the Legislative, Finance and Administration Committee. Regarding new homes, Mr. Passwaters noted that turning on the electricity involved the builder and if they gave a penalty, the contractor had some responsibility and the City needed to explore the contract. Mrs. Marney stated that they do that. Regarding revenue, Mr. Lindell noted that they had a tax increase a couple years ago and that they needed to be more transparent with the tax and it needed to be clear in their minds. He stated that

CITY COUNCIL WORKSHOP OF MAY 1, 2021 PAGE 10 if they showed the taxpayers that tangible things were getting done in the community, it would make a big difference. Mr. Lindell stated that no one was going to invest in them if they did not invest in themselves. Mr. Taylor agreed with Mr. Lindell and noted that it could be a part of their sustainable marketing. Responding to Mr. Taylor, Mrs. Marney advised that they send an insert with utility bills regarding tax information to everyone, assuming that everyone was equal, and the cost was about $2,000 to print in-house. Mr. Passwaters, noting that people have been unemployed for the last year, asked if now was the time to talk about raising taxes. Mr. Anderson stated that they could not talk about raising property taxes and the stormwater fee, they have to choose. Mrs. Marney stated that if they did, last year the property values went up even though their tax rates remained the same as last year. They said they were not going to raise tax bills, but they are higher. Mrs. Marney advised that Customer Service has had to go through explaining to the customer that it was because their property value increased, not because the tax rate increased. She noted that it was never a good time to raise taxes, but it goes back to the buy-in and selling themselves. Responding to Mr. Robertson, Mr. Hare stated that Council approves a fee structure annually. Mr. Robertson stated that he was doing the fee structure and it was everything from the cost of wiring to fines to dogs. He stated that he just started with the fire department’s fee structure, which is a decade old. Mr. Robertson noted that other cities take that fee schedule every year and ask what the cost of inflation is. Mr. Anderson stated that a lot of their fines are in the ordinances so they would have to go to those. Mrs. Arndt asked what was decided on looking at the fee increase. Responding, Mr. Robertson asked what Council wanted. He stated that they wanted to get some parameters, noting that if Council members had no appetite politically to look at a stormwater utility on top of a tax, the numbers were not matching up. The meeting was adjourned by unanimous consent. Meeting adjourned at 3:29 p.m. TRACI A. McDOWELL CITY CLERK ROBIN R. CHRISTIANSEN MAYOR /TM S:\AGENDAS-MINUTES-PACKETS-PRESENTATIONS-ATT&EXH\Council-Minutes\2021\05-01-2021 COUNCIL WORKSHOP.wpd Exhibits Exhibit #1 - Document titled “Council Workshop Goals & Vision - May 1, 2021”

EXHIBIT #1 Council Workshop of 05/01/2021 Council Workshop Goals & Vision May 1, 2021

Table of Contents I. Biographies A. Bio - Larry Passwaters B. Bio’s - City Manager, Assistant City Manager & Department Heads II. Department Primary Initiatives A. Human Resources B. Finance C. City Manager’s Office/The Energy Authority/Electric Department D. Assessor’s Office E. Central Services F. City Clerk’s Office G. Customer Service H. Fire Department I. Information Technology J. Library K. Parks & Recreation L. Planning & Inspections M. Public Works Department N. Water/Wastewater Department O. Police Department III. March 7, 2021 Memo (Included in City Council Books Only) IV. Summary for Good to Great: Why Some Companies Make the Leap and Others Don’t by Author Jim Collins (Included in City Council Books Only)

Larry B. Passwaters Scorpio666@comcast.net Business Address Scorpio- Mediations Arbitrations & Relationship Training-LLC. PO Box 836 Milford, DE 19963 302-242-2528 Occupation Self-employed: Arbitrator, Mediator, Labor/Management Relationship Training Specialist Experience More than 45 years in the labor/management arena as a union advocate, business manager, trainer, mediator and arbitrator. Professional and Educational Affiliations: Sigma Beta Delta International Honor Society Labor Employment Relations Association-LERA Society of Federal Labor & Employee Relation Professionals-SFLERP Milford Delaware School District Financial Oversight Committee Milford Delaware School District Mentorship Program Federal Executive Board- Baltimore Chapter FMCS Arbitrator Listing- 2021 Education Milford High School 1976 - Graduated 20th in a class of 274 Wilmington University 1997 - Suma Cum Laude, B.S., Business/HR Management Certifications Labor Management 198o - Cornell University Supervisory Management 1983 - Cornell University Business & Labor Ed. 1985 - Anderson Associates Credit Union Practices 1986 - Delaware Federal Credit Union Honors The National Book of Who’s Who in American Business 1994 The Rippling Waters, National Library of Poetry 1996 Wilmington University-Sum Cum Laude 1997 Honorary Base Commander, Dover Airforce Base 2011 Directors Award for Excellence-FMCS 2019

Arbitration & Mediation Experience 1979-1990 International Brotherhood of Teamsters, Local 355 Arbitrations and Mediations 1990-2012 Burris Logistics- Vice President, Distribution & Transportation Arbitrations, Mediations and Relationship Training Programs 2012-2021 Federal Mediation and Conciliation Service Mediations, EEOC cases, ADR cases, Relationship Training Between June, 1979 and December, 2021, I have been involved in hundreds of labor/management cases. Beginning with my first CBA negotiation in 1979, I spent 18 years as an advocate with IBT 355. During that time, from 1979 to 1990, I was involved in the resolution of grievances via discussions with management and ultimately in arbitrations when the discussions with management failed. Still, I consider myself a “ground-breaker”, in that I was utilizing what is now referenced as Alternative Dispute Resolution, or ADR, 30 years before it became popularized as a “new” and effective means of dispute resolution. In 1990 I joined the management team at Burris Logistics as a Fleet Manager, with responsibility for the budget of a distribution fleet of 75 tractor-trailers operated by a team of 50 Teamsters. For two years I handled all issues, from budgetary to HR issues, and all grievances and arbitrations. In 1992, I was promoted to Vice President of Distribution and, until 2012, I was responsible for the P&L Statement, all personnel decisions and all union business on behalf of the entire company. During this time, I was responsible for introducing to the organization what is now called ADR. As a result, we were successful in reducing the total number of grievances by 50%. I personally handled all arbitrations during this time, with support from our legal team. When I joined the Burris management team annual sales were $250 million. When I left in 2012 annual sales were in excess of $4.5 billion. In 2012, taking advantage of my love for mediation and ADR, I joined the FMCS team. During my tenure at FMCS, no mediator in the country carried a heavier workload. I was routinely doing in excess of 300 sessions per year, when the average for a mediator was 160. Specifically, I was personally involved in not less than 500 Grievance Mediations where, in more than 90% of the cases, we were able to achieve resolution and thus, allow the parties involved to avoid arbitration. Interestingly, when the parties rejected my opinion and decided to go to arbitration anyway, in 92% of those cases the arbitration decision mirrored the opinion I offered in mediation. In addition, I have personally conducted hundreds of Relationship Training programs focused on improving the labor/management connection. My sessions were so successful that many of the organizations with whom I have worked adopted my training program as a part of their routine continuing education programs. Finally, in addition to my experience in mediations, arbitrations and relationship training programs, I have been involved in over a hundred facilitations simply for my ability to keep the team “on task and focused”.

Experience in Arbitration, Mediation and Relationship Training: Specifics As indicated below, I have experience in Private Sector, Federal Sector and Public Sector dispute resolution (Arbitration, Mediation, ADR), contract negotiation and relationship training. Industries- Administrative Staffing, Aerospace, Aviation (Airport operations), Construction, Distribution (Food, Dry Goods, Autos, et.al.), Educational System (Teachers, Janitors, Maintenance, Food Workers), Federal Government (ACE, CMS, DHS, DoD, EEOC, EPA, FAA, FLRA, FSIP, GSA, HHS, ICE, NASA, NOAA, OPM, SSA, USCG, USFS, USNA, USPS, et.al.), Fire Departments, Healthcare Industry (Hospitals, Nurses, Operational Staff, Distribution Support, Maintenance, etc.), Law Enforcement, Maritime Industry, Mass Transit, NLRB, Petroleum Industries, Port Operations, Railroad Operations, Refuse Handling Companies, Local Governments and Municipalities, Transportation, Warehousing. Unions- AASIW, AFGE, AFSCME, AFT, APWU, CWA-IUE, FOP, GCC-IBT, IAFF, IAMAW, IBB, IBEW, IFPTE, ILA, ILWU, IUPAT, IWU, PATCO, LiUNA, Most AFL-CIO affiliates, NAGE, NALC, NFFE, NLRBU, OPEIU, SAG-AFTRA, Seafarers, SEIU, SMART, Teamsters, TWU, UAW, UMW, UFCW, UWUA, WU.

BIO: Randy E. Robertson (as of December 2020) Randy Robertson came to Dover in February 2020, after serving as City Manager for Aberdeen, Maryland for over 4 years. Previous City Manager appointments include Cordova, Alaska; Vestavia Hills, Alabama; Mt. Juliet, Tennessee; and Ashland, Kentucky. Highlights from his near fifteen year municipal career include multiple recipient of Greater Nashville Regional Council awards; capturing middle Tennessee’s first American Recovery & Relief Act project; awarded both Cordova’s and Mt. Juliet’s “Key to the City”; recognition as one of Alabama’s and Maryland’s safest cities; and Homeland Defense Agency’s “Resilient City” selectee. In 2019/20, Randy’s team set the conditions and spearheaded efforts bringing a new element of the University of Maryland Health Care Upper Chesapeake Medical Center to Aberdeen, projected to ultimately cost in excess of $220m and bring hundreds of new jobs to the community. He also oversaw efforts leading to Amazon’s selection of Aberdeen for a new distribution center, and an unprecedented partnership with the City of Havre D’ Grace for a 20 year agreement for water at significantly reduced costs to consumers. As of 2015, he was the only City Manager in the United States to have completed FEMA’s year-long National Emergency Management Executive Academy, and in 2019, he was selected by the ICMA to teach emergency management at the China University of Politics and Law, in Beijing. Mr. Robertson came to city management after nearly 30 years with the U.S. Army as an officer and senior civilian, with duty at the Military District of Washington; Fort Gordon, GA.; Fort Harrison, IN.; Walter Reed Army Medical Center; Mannheim, Germany; Carlisle Barracks, PA.; and the Supreme Headquarters Allied Command in Mons, Belgium. A graduate of Johns Hopkins, Boston, Western Kentucky, and Central Michigan Universities, he holds three Master’s and two Post Graduate degrees. A Harvard Senior Fellow Program graduate, he has diplomas from the U.S. Army Command & General Staff College, the NATO Staff Officer Program, Syracuse University’s Advanced Resource Management Program, DoD’s Leadership & Management Program and a Master’s Degree from the U.S. Army War College. He has served as adjunct graduate instructor at the University of Baltimore, University of Alabama at Birmingham, Cumberland University, Ohio University and the University of Maryland International Campus. A former Eagle Scout, Randy is married to Darlene, (also U.S. Army, Ret), with two sons who work for the U.S. government and reside in Washington, D.C.

City of Dover City Manager’s Office PO Box 475 Dover DE 19903-0475 Phone: (302) 736-7005 E-Mail: mharline @dover.de.us MEMORANDUM To: Kim Hawkins, Director of Human Resources From: Matt Harline, Assistant City Manager Copy: Date: December 30, 2020 Subject: Bio as requested by Randy Robertson, incoming City Manager Assistant City Manager of Dover Delaware May 2019 – present (Interim City Manager from November 2, 2020 – February 15, 2021). City Administrator of Holts Summit, MO May 2018 – Jan 2019 City Administrator of Centralia, MO July 2014 – May 2018 Assistant City Manager of Fulton MO Mar 2007 – July 2014 ICMA-CM candidate I take the profession of city management very seriously, but I try not to take myself too seriously. I try to read Ron Holifield’s 10 in 10 every week…or six months and something out of PM Magazine. There is no job in the world that I would rather have. I have served on the Executive Board of the Missouri Association of Municipal Utilities, Missouri Recycling Association, and as City Councilman Ward 6, Columbia, Missouri 1991 – 1997 (2 three-year terms). Other information Born and raised in Kansas City, MO (home of the 2020 World Champion Chiefs and 2015 World Champion Royals). I finished second in my Fantasy Baseball League this year (out of 14 teams) with my team Great Ceasar’s Boast. Published in American Journal of Physiology February of 1996: CFTR is required for cAMP inhibition of intestinal Na+ absorption in a cystic fibrosis mouse model (Really. Google it. Although, honestly I was merely a lab technician in the lab of a very generous boss). Kiwanis member in good standing since 2007. B.A. Biology Washington University in St. Louis 1983 MPA from the University of Missouri (Columbia) 2000. You will be the third City Manager for whom I have served as the Assistant, and the first two are strong references for me. I look forward to working with you and for you to serve the citizens, business owners and visitors of the City of Dover.

City of Dover Tax Assessor Cheryl A. Bundek, AAS June 1990 Began work for the City of Dover as a temp for the Finance Dept. - Payroll - Accounts Payable April 1992 Took a Perm Part-time Position in the Assessment Office; became Fulltime I believe in the Fall of 1992 - Assessment Admin April 2000 Assistant City Assessor October 2008 City Assessor I was employed with the City of Dover the summer before my Senior year of High School. I worked hard these past 30 years to get to the position that I currently hold. I will be retiring from the City on July 8 2021. After becoming the City Assessor, I worked hard to get the designation that the City now requires to hold this position. The AAS Designation with the IAAO (International Association of Assessing Officers). I have held this designation since 2008. I was also the first Assessor to receive the Professional License of ‘Certified Assessor’ when the State Division of Regulation began requiring that all Assessor’s be professionally licensed with the State of Delaware. Both of these require continued education that the City has offered to this position. I have overseen 4 Revaluations with the City, that were contracted by Tyler Technologies. The one in 2010 being our most comprehensive and most expensive.

MEMORANDUM Department of Public Works P.O. Box 475 Dover, Delaware 19903 Phone: (302) 736-7025 Fax: (302) 736-7092 E-mail: sduca@dover.de.us TO: Randy E. Robertson, City Manager CC: Mathew C. Harline, Interim City Manager Kimberly D. Hawkins, SPHR, SHRM-SCP, Human Resources Director FROM: Sharon J. Duca, P.E., Public Works Director DATE: December 31, 2020 SUBJECT: Sharon Duca Professional Biography Sharon Duca became the Public Works Director for the City of Dover in November 2012. Sharon started working for the City in February 2003 as a Civil Engineer I, experiencing increasing levels of responsibility in municipal public works and water / wastewater utilities during her tenure. As the Public Works Director, Sharon reports to the City Manager and is currently responsible for the capital and operating budgets, as well as services and programs, associated with the Public Works Administration (includes GIS), Public Works Engineering, Sanitation, Stormwater (includes environmental programs) and Streets Divisions. Sharon oversees a budgeted staff of thirty-two (32) and considers the Public Works staff to be the greatest of assets, responsible for delivering premiere services to the City of Dover. Sharon has served in different roles for the City due to various organizational changes over the years. These roles have included Civil Engineer I, Assistant City Engineer, Water / Wastewater Manager and Interim Public Works Director in addition to her current role of Public Works Director. As Public Works Director, Sharon has also overseen the Facilities, Fleet, Grounds, Water / Wastewater Engineering, Water, Wastewater and Water Treatment & Production Divisions. Prior to working for the City, she worked for an environmental consulting firm, as well as an engineering / land surveying consulting firm, as a project engineer. Key duties included asbestos surveys and site plan development, respectively. Sharon is licensed as a Professional Engineer in the State of Delaware. She is a member of the American Society of Civil Engineers and the American Public Works Association. Sharon obtained her Bachelor of Science degree in Civil Engineering and her Master of Engineering degree in Environmental Engineering from the Pennsylvania State University.

Robin L. Eaton, Jr. Parks & Recreation Director Education Chesapeake College, Wye Mills Maryland Business Management A.A.S. Wilmington University, Wilmington Delaware Organizational Management B.S. Finance Minor Human Resources Certificate Career Town of Federalsburg Maryland Parks Care Taker – 1 year Maintain town parks facilities. Maintenance Superintendent – 6 years Supervise crew of 7 for town services for parks, streets, sanitation, stormwater, fleet maintenance, water and wastewater repair and maintenance, budget and capital improvement projects. Town of Ridgely Maryland Director of Public Works – 7 years Create and oversee town budget, sanitation contracts, streets, parks, facilities, fleet, water and wastewater repair, maintenance and treatment and capital improvement projects. Planning and Zoning administrator – 1 year (concurrent) State of Delaware Facility Superintendent for the Delaware Veterans Home – 4 years Maintain infrastructure of nursing home facility. Water treatment, HVAC, fire alarm, fire suppression, laundry, custodial, nursing staff equipment and resident equipment. City of Dover Delaware Public Works Operations Manager – 3 years Oversee budget and operations of 7 divisions with 70 staff members. Water treatment and production, grounds, streets, sanitation, fleet, facilities, water and wastewater management. Parks and Recreation Director – 1 year Create and maintain the budget for Grounds and Parks & Recreation. Manage Capital Improvement Projects, oversee programs, maintain city parks and develop plans and efficiencies within the Department. Hobbies Being outdoors, coaching youth and high school soccer and wrestling, fishing and small construction and landscape projects.

Michael Hamlett Bio 12/18/2020 I am currently employed with the City of Dover as the Central Services Director. I was promoted in August of 2019 from the position of Fleet and Facilities Manager from which I was promoted to in June of 2018. Previously I was the Fleet, Facilities, and Sanitation Supervisor II for the Department of Public Works since October of 2013. In this time, I have dedicated myself to leading my team to a more efficient and cost-effective future. I have had several opportunities to demonstrate my talents during my employment with the City, and I believe my track record speaks for itself. I have worked with staff to ensure services are provided in the most efficient manner possible. Along with efficiency, I have focused on quality of service to provide a high standard of accountability. Accumulatively, I have twenty-six (26) years’ experience with vehicle/equipment repair and facilities’ management and nineteen (19) years of supervisory and management experience overseeing up to 25 employees, budgets, and assets. Seven (7) years of the supervisory and management experience was obtained working for the City of Dover. I began my career in North Carolina in June 1994 as a Lube Technician and attended regular training courses throughout my career becoming a Master Certified Technician by the year 2000. In 2001, I was promoted to Assistant Service Manager where I began cultivating supervisory and management skills. After several years in the management field, I moved on to open my own business and later secured employment in a supervisory capacity with the U.S. Marine Corps Camp Lejeune as a contractor managing four (4) vehicle and equipment maintenance facilities. Since 2001 I have made a career out of guiding and leading employees towards common goals such as efficiency, increased production, accountability, and improved employee morale. In addition to managing employees, I have successfully prepared and managed annual budgets; implemented policies and procedures; implemented training; and have a successful track record in facilities management. I moved home to Delaware in 2013 and secured employment with the City of Dover where I continue to work on utilizing these skill sets in a municipal setting. Working for the City has created a never-ending opportunity for me to utilize my management skills as outlined in my work experience. I have an insatiable desire to excel as a professional and to inspire that same drive in my employees. I believe if you are going to put your name on something that it should be done to the best of your ability. I am currently in my second year of obtaining my bachelor’s degree in organizational management/business and look forward to utilizing my newly learned skills. It is my desire to see the City of Dover grow in its service delivery and efficiency of delivery in order to better meet the needs of the public. It is also my personal goal and professional aspirations to see the City of Dover attain greater achievements in implementing evidence- based best practices in standardizing operating procedures and efficiency in asset management and enhanced budget accountability, which would cultivate a greater positive image and maximize the growth potential of our municipality.

Kim Hawkins Human Resources Director I have been employed with the City of Dover for approximately 25 years. My career began in 1995 as an Account Clerk III performing the payroll function and some accounting responsibilities within the Finance Department. In 2000 I was promoted to the position of Human Resources Coordinator. In 2008 I was promoted to the Human Resources Director position. I hold a bachelor’s degree in Accounting from Wesley College and a master’s degree in Human Resource Management from Wilmington University. I earned my Senior Professional in Human Resources (SPHR) certification in 2012. This certification remains current and one of my proudest achievements. I am actively involved in the local SHRM chapter. I serve as the Treasure for the local chapter and the Delaware State Council. While I currently live about 10 miles south of Dover, I was born and raised in Dover. Just a few years ago, my parents moved from their downtown Dover home of 50 years. I am a product of the local school system and colleges. I truly enjoy my position and look forward to the learning opportunities each new day brings.

DAVID S HUGG III BIO December 2020 David Hugg is an experienced planner and government administrator with an extensive background in public policy development and consensus building for the resolution of critical land development, infrastructure management, and general growth issues at regional, state and local levels. Hugg is currently the Director of Planning, Inspections and Community Development for the City of Dover, Delaware, and is responsible for ensuring a business-friendly permitting process, streamlining regulatory processes, and updating City codes and ordinances. Working under the direction of City Council, he oversees all planning and zoning, land development, code enforcement, building permitting, business and rental licensing, and life safety functions and staff. He has served in this capacity since July, 2017. He also serves as Dover’s Economic Development Director, leading efforts by the City to recruit and retain businesses, promote the City, and build collaboration with businesses, brokers and property owners. He works closely with the Mayor, representing Dover with the Delaware Prosperity Partnership, the Kent Economic Partnership, the Downtown Dover Partnership/Downtown Development District, NCALL/Restoring Central Dover Steering Committee, the Central Delaware Chamber of Commerce, and various initiatives of Kent County and the State. He served almost 15 years as Town Manager of Smyrna, Delaware, leading that community through periods of rapid growth, major utility investment, and a strong economic development resurgence. He retired after 32 years of service with the State of Delaware, serving on the staff of Governor Thomas R. Carper as Director of the Office of State Planning Coordination. He served on and staffed numerous task forces, commissions and committees, developed and managed the Delaware Coastal Management Program, and drafted Delaware’s initial “Shaping Delaware’s Future” development and investment plan. During his career he served as Executive Assistant to the Secretary and Operations Manager for the Delaware Department of Natural Resources and Environmental Control and held planning positions in Anne Arundel County, MD and in New York City. Hugg holds a Master of Urban Planning degree from New York University and a Bachelor of Business Administration (Marketing) from the University of Delaware. He is a member of the American Institute of Certified Planners (inactive). He held an Adjunct Associate Professor position for almost fifteen years at the University of Delaware in the Graduate School of Urban Affairs and Public Policy, teaching planning practice, land regulation, and related courses. He also served as a Senior Policy Advisor in the Institute of Public Administration.

Thomas Johnson, Chief of Police Prior to being sworn in as the Chief the Dover Police Department on February 13, 2020, Thomas A. Johnson, Jr. was a Captain with the Upper Darby Township Police Department in Delaware County, Pennsylvania. He began his law enforcement career as a Patrol Officer in May of 1996 upon graduation from the Municipal Police Academy. In 2002, he advanced to Criminal Investigator and in 2005 became a Sergeant in the Detective Division. He was again promoted in 2007 to the rank of Lieutenant where he returned to uniform and spent four years supervising a patrol platoon. Johnson earned promotion to Captain in 2012 where he served as a member of the Command Staff for the next eight years. During his Upper Darby career he served in, or directed, all established Divisions to include Patrol, Investigations, Administration, Training and Professional Standards. Additional responsibilities included the Naloxone/Addiction Recovery initiative, the Highway Patrol, and the Crash Reconstruction Unit. He also played a key leadership role in the Anti-Graffiti Task Force and the DUI Enforcement Task Force. Chief Johnson was the Chief Hostage and Crisis Negotiator in Upper Darby and designed the curriculum for several continuing education programs that included such topics as response to high profile incidents and surviving hostage situations. Just prior to his departure to Dover, he authored the awareness class of the “Active Shooter Hostile Event Rescue Task Force” (ASHER) program for the Pennsylvania Department of Health. Chief Johnson is cross-trained as an Emergency Manager, Firefighter and Paramedic. He was a 35-year volunteer with the East Lansdowne Fire Department and served in many roles including two separate tenures as Fire Chief. He became an EMT in 1986 working as a specialist in neo-natal inter-facility transports, and then a Paramedic in 1989 serving as a pre-hospital provider for several hospital-based Advanced Life Support programs in suburban Philadelphia. In 1993, while serving as a shift supervisor and student preceptor, he introduced the first pre-hospital 12-Lead EKG program in Delaware County. He was also involved in the development of the first Tactical Paramedic program in southeastern Pennsylvania, a program designed to provide medical support to SWAT teams. This unit coordinated the medical support for the John DuPont stand-off that followed the murder of Olympic Wrestler David Schultz in 1996. He has an Associate’s Degree in Emergency Management and Planning from Delaware County Community College and a Bachelor’s degree in Public Safety Administration from Neumann University. His Master’s Degree is in Law Enforcement & Public Safety Leadership from the University of San Diego. He is a graduate of Penn State University’s Police Executive Development program, the FBI Inter- County Detective School, the National Fire Academy Fire/Arson program, the Tactical EMS program of the Uniformed Services University of the Health Sciences, and the Northwestern University School of Police Staff and Command. He returns regularly returns to DCCC as an adjunct or guest lecturer, remains with USD as a curriculum consultant and continues with PSU Justice and Safety Institute as an instructor in police training and leadership programs. While serving the Upper Darby Police Department, Chief Johnson received more than 25 agency commendations. He was a two-time recipient of the Mayor’s Service Award and was recognized by the Upper Darby Marine Corps League as their 2001 Officer of the Year. The Delaware County Chapter of Mothers Against Drunk Driving twice recognized Johnson as a top DUI enforcer. He served on both the Comprehensive Plan Committee and the Weed & Seed board for Upper Darby Township, and is still on the advisory board of the Delaware County Community College Paramedic Program. As Chief of the Dover Police Department, he continues to strengthen the agency’s existing commitment to the best practices in law enforcement. Since the civil unrest, which also coincided with the evolving pandemic and a significant turnover in key leadership roles, many initiatives were put into place and made priority of the Dover Police Department (attached separately).

MEMORANDUM Department of Water & Wastewater P.O. Box 475 Dover, Delaware 19903 Phone: (302) 736-7025 Fax: (302) 736-4217 E-mail: jlyon@dover.de.us TO: Randy E. Robertson, City Manager CC: Matthew C. Harline, Interim City Manager Kim Hawkins, SPHR, SHRM-SCP, Human Resources Director FROM: Jason A. Lyon, P.E., Director of Water & Wastewater DATE: December 28, 2020 SUBJECT: Jason Lyon Professional Biography Per your request, please find the following professional biography: Beginning on May 4, 2020, Jason Lyon was promoted to the Director of Water & Wastewater for the City of Dover. The Department of Water & Wastewater houses the following Divisions: Water Engineering, Wastewater Engineering, Water Management, Wastewater Management and Water Treatment & Production. The total budgeted head count for the Department is thirty-six (36). The primary function of the Department is to provide quality water and wastewater services to the customers of the City of Dover, while holding paramount the health, safety and comfort of the community and the environment. In this role, Mr. Lyon is responsible for overseeing both the operational and capital budget for the Department, engineering design, construction management, operational activities for each Division as well as all personnel related matters. Prior to his role as the Director of Water & Wastewater, Mr. Lyon served as the Assistant Director of Public Works, Water / Wastewater Manager and Civil Engineer for the City of Dover. Mr. Lyon started with the City in October of 2007. Prior to being employed by the City, Mr. Lyon worked approximately four (4) years for a private engineering firm called Braun Engineering & Surveying. The primary duties at that firm were site and subdivision design, focusing on infrastructure and stormwater management design. In addition to his duties with the City of Dover, Mr. Lyon is a Board Member of Miss Utility of Delmarva. Mr. Lyon has been the City of Dover representative for this organization since 2008 and is currently the president of the organization. Prior to being the president, Mr. Lyon held the office of vice president and secretary. In addition, Mr. Lyon serves as the City’s representative on the Kent County Sewer Advisory Board, Delaware Water / Wastewater Agency Response Network, and the Water Infrastructure Advisory Council Wastewater Subcommittee member. Mr. Lyon is a Delaware Licensed Professional Engineer and is a member of both the American Society of Civil Engineers and the American Public Works Association. Mr. Lyon holds a Bachelor of Science degree in Engineering from Wentworth Institute of Technology, and a Master of Engineering degree from the University of Delaware. Mr. Lyon resides in Middletown, Delaware with his wife Erin and his two children, Catherine and Matthew.

Patricia Marney Professional Biography I am the current Customer Service Director for the City of Dover. I have held the position formally since December 2016, informally beginning in early 2016 upon the retirement of the former Customer Service Manager. My previous position with the City as Billing and Collections Supervisor began in 2013. In my roles with the City of Dover I continue to work with all departments throughout the City on a variety of projects. The most recent project under way is the Munis program implementation. I also work closely with several external agencies to assist Customers with thier needs, most specifically assistance to pay outstanding utility bills. My key role is to provide quality public service to our diverse group of internal and external customers with professionalism, respect, & integrity. Prior to working with the City I have held management level accounting positions such as Controller, Accounts Payable Manager as well as Billing and Collections with team sizes in upwards of 60 staff members. In my varied experience I have worked through audit and budgeting processes, tax preparation, payroll, personell, legal research and assistance, marketing (website, brochures, various publications), sales, project management and of course customer service. I have worked as an Accountant for nearly 30 years as such, my strengths are in the accounting and legal area. I enjoy reconciliations and checks and balances. My management philosphy is to be firm but fair at all times and to apply the term I call “Compassion through Policy” whenever possible. I am a Delaware native and hold a Bachelors degree in Accounting from Wilmington University. I have completed Wheels Corporate Training and Management Training through Delaware Tech as well as Customer Service Management training through APPA. I have attended a varierty of DEMA training for situational awareness and safety protocols.

Brian Sylvester Library Director Brian Sylvester has been with the city for six months and is originally from Maine. Until January 20, 2020 he is an employee of Library Systems and Services, which conducted the hiring search and is under contract to provide library management services. After that date, he will be hired as a city employee. He is a graduate of the university of Maine at Orono and has a master’s degree in Library and Information science from Rutgers. He served as head librarian for the Thomaston Public Library on the coast of Maine for four years, where he successfully lobbied to have the head librarian position funded to full time and navigated two renovations. He spent the next eight years as library director for the city of Rochester, NH, where he oversaw several facility renovations, converted the collection to RFID, and created the city’s first emerging technology specialist for the library. He resides in the greater Dover area.

Paul Waddell Bio Electric Director Personable and effective in all forms of communication, experienced in development of oral, written, and visual presentation. Over a 20-year military career I developed leadership skills, ability to tackle multiple projects, prioritize and accomplish goals. Confident in decision making and remains results driven with a positive can-do attitude even while under pressure. Experienced with contract statements of work, management of contract oversight and verification of terms. Promoted to Electric Director in October of 2020; manages team of 39 employees, steering department to efficient and safe operations. Provides oversight to department with expenses of $90M and providing service to approximately 25,000 customer meters, attends City leadership and Council meetings as required, interacts with community organizations to better serve customers. Coordinates storm recovery actions and mutual aid assistance/billing. Member of the Electric Team since 2015 when I was hired as Engineering System Services & System Operations Superintendent. Responsibilities included budget planning for capital and O & M expenditures in excess of $5 million per year, directly supervised 15 employees, examined outage data to pinpoint priority improvement projects, oversaw substation improvement projects and reliability programs for regulatory compliance, managed behind the meter renewable energy applications and verified and approved all section expenditures. Active duty member at Dover AFB from 2003 to 2015 and held several roles related to flight line maintenance. Upon assignment I served as an Aircraft Maintenance Technician and then progressed to Aircraft Expeditor, Production Superintendent, Section Chief and then finished my career as the Quality Assurance Chief Inspector. The Chief Inspector position worked closely with the Maintenance Group Commander to establish and enforce safe and current maintenance standards for the approximately 1,800 personnel under his command. During my tenure at Dover I deployed four times, participated in several Wing level inspections as an inspector, attended the Senior Non-Commissioned Officer Academy and completed my Master of Business Administration in 2009. From 1999 to 2003 I served as a Technical Training Instructor at Sheppard AFB, TX. In this role I developed, validated and taught new Airmen, prior service NCOs and foreign national students in the coursework for the Electrical and Environmental Systems Apprentice career field. While stationed at Sheppard I attended the Non-Commissioned Officer Academy and completed my Bachelor of Occupational Education in 2002. My initial Air Force assignment was to Cannon AFB, NM from 1995 to 1999. While at Cannon, I qualified up in skill levels in my career field, deployed three times, selected for Below the Zone promotion to E-4 and attended the Airman Leadership School. Family has been a crucial part of my career by supporting the movements and separations. My wife and I have been married for almost 30 years and we have two children and one granddaughter. My wife and I enjoy traveling and seeing different parts of the country and the world and sharing those experiences with our children and granddaughter. Finally, I am an active member of the American Legion, Air Force Sergeants Association, National and local Mustang Clubs and a local First Responder/Military club.

Larry Josefowski Biography Director of Information Technology Career Summary: An IT professional with over 30 years’ experience focusing on client needs, with broad experience in working in the public and private sectors. I have recently come to the City of Dover after 21 years of working in a variety of roles for various incarnations of Delmarva Power, most recently as a Client Support Manager for up to 5,000 computer users in Delaware, Maryland, New Jersey, and Washington, DC, including consolidation of the environment after a merger with the current company, Exelon. Previously, I served as a project manager (among other roles) for a variety of projects, including upgrading the Operating System of all PCs in the environment. Prior to working for Exelon, I was an Information Management Chief in the US Army, responsible for engineering and installing all phases of a regional network. I continued to serve in the Army Reserve after leaving to go work for the power company in 2000. I served as a Communications Officer, including a 13 month tour in Iraq supporting an Engineering Battalion, and as the second in command for the second half of the year. After returning from Iraq, I continued to serve as an Emergency Preparedness Officer, coordinating federal support to the Commonwealth of Virginia, during natural disasters and significant security events, before retiring at the rank of Lieutenant Colonel in 2015. My wife Donna and I are long-time residents of the area. Although we now live in Magnolia, we met, married, and raised our family in Dover for over 20 years, and remained involved in many aspects of the city. We are very involved in a variety of groups and organizations in Dover, including being the Past President of the Friends of Old Dover, where I served on the board for 20 years, and various out-reach ministries at our church in downtown Dover. I have served in many other organizations, including serving as chair of the Friends of the Delaware Public Archives and as Chair of the Delaware Humanities Council. Currently, I am the Post Commander of VFW Post #3238 in Camden, DE, and is the State President of the Delaware Sons of the American Revolution. I have a Bachelor of Science degree in Business Administration, and a Master’s Degree in Public Administration from Wilmington University, as well as certificates in project management and IT leadership from the University of Delaware.

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: Human Resources Goals for FY22 AUTHOR: Kim Hawkins, Human Resources Director 1. BACKGROUND/DISCUSSION: Tyler/(Munis)/Kronos Implementation Since 2018 the Human Resources Department and the Finance Department has been working together to implement a new Human Resources Information System (HRIS) and Payroll system. A tentative go-live date is scheduled for October 2021. The implementation has not been without challenges. As implementation advanced, it was determined that the Payroll system had to be changed. No longer would Tyler/(Munis) be utilized but rather Kronos. We also have had to manage through changes in implementors from the both Tyler/(Munis) and Kronos. RECOMMENDATION: I am hopeful for a closure to this long-term project in 2021. 2. BACKGROUND/DISCUSSION: Three studies/projects are currently in-process. 1. Diversity and Inclusion Study 2. Segal Salary Study 3. Updated Personnel Policy RECOMMENDATION: Finalize, Implement or Continue to Make Progress on Outstanding Studies and Projects. During the coming year I would like to continue to gain synergizes and advancement on the Diversity and Inclusion study recommendations as well as ideas of the City’s Diversity and Inclusion Advisory Group. Recommendations of the Segal Salary study are currently being vetted through the Legislative, Finance and Administration Committee. The Personnel Policy draft is finalized and awaiting direction on implementation. | HUMAN RESOURCES

3. BACKGROUND/DISCUSSION: Many years ago, employee events would be held throughout the year. These events allowed employees to meet and socialize with co-workers in other departments beside their own. These events became non-existent during the very fiscally challenge years and never regained momentum upon coming out of the challenging years. RECOMMENDATION: To improve the sense of community and appreciation among City staff, I have included in the HR’s FY22 budget five (5) employee activities. 1. August: Family movie night at the Pitts Center 2. October: BBQ luncheon for Employees 3. December: Ugliest and Nicest Christmas Sweater 4. February: Family roller skating party 5. March: Canned food drive | HUMAN RESOURCES

Human Resources Staff Kim Hawkins Hollie Ford Human Resources Director Administrative Assistant LaVette Whaley Kristina Deakins Human Resources Coordinator Human Resources Coordinator

2021 JOB FAIR

DOVER CITY COUNCIL GOALS AND VISION SESSION Finance Department 1 May 2021 SUBJECT: Update on the Enterprise Resource Planning (ERP) project – Tyler/Munis Technologies to include Kronos Time and Attendance AUTHOR: Lori Peddicord, Controller BACKGROUND/DISCUSSION: This is not a NEW goal or vision for the City of Dover but certainly one that gives for many years into the future. As the implementation of a Citywide software solution continues the goal has been to improve the sharing and availability of data between departments, to improve the customer experience and allow for improved user efficiencies that effect the financial picture of the City as a whole. As this last year has shown us utilizing and improving our advancements in technology and the virtual experiences is an important part of continuing business with our surrounding neighbors, citizens and communities. As many of you know the City undertook the implementation of this Citywide ERP system about the middle of FY2018. While the original contract etched in a plan to implement a six (6) phase software solution over a three (3) year period, as you might imagine that has been a challenge in itself without having recognized the need for an increase in resources/staffing to assist. As with the implementation of any project of this type there continues to be factors of change inside and outside the organization that effect the project plan. If any of you have implemented a project of this type and size you know the timelines and tasks are iterative. Contained in the table below are the revised Phase implementation and anticipated Go Live Dates:

We are approaching another milestone of a phase that is imperative in its success, Payroll / HR. We are scheduled for a Go Live in October 2021. Along with this phase we have also implemented a new Time and Attendance system or timeclock system through Kronos. While we look forward to offering this inhouse solution in payroll processing and the ability to easily capture and communicate changes electronically regarding employment status, benefit elections, reporting, and position control and budgeting, nothing comes without a little hard work, sweat and perseverance. Team building, communication and planning of resources is an important part of the implementation of this project and effects and/or includes all departments within the City. Many of us dislike change but change is around us every day. While there are numerous war stories, challenges and changes faced during this implementation nothing good comes without good team participation and buy in. As the Go Live and next phases come online, I will continue to update the Council. If there are further questions after today’s Council Retreat, please feel free to contact me via phone and/or email. These next two phases have tentacles that reach further than the eye can see.

CITY OF DOVER GOALS AND VISION SESSION Finance Department 1 May 2021 Enterprise Resource Planning (ERP) Project – Tyler/Munis Technologies to include Kronos Time and Attendance. Phase 1 – Financials – Framework of City software solution implementation – Completed December 2018 Software Version Upgrade v2018.1 – Completed April 2019 Phase 3 – General Billing (GB), Accounts Receivable (AR), Collections and Cashiering, and Citizen Self Service – Completed September 2019 and Real Estate Taxes – Completed July 2020

DOVER CITY COUNCIL GOALS AND VISION SESSION City Manager’s Office/Finance Department 1 May 2021 SUBJECT: FY2021 – FY2022 City Budget AUTHOR: Matt Harline, Assistant City Manager / Lori Peddicord, Controller BACKGROUND/DISCUSSION: While the City, as a whole, is currently in sound financial shape, the General Fund is facing some serious challenges. We currently are facing an approximate $5 million shortfall in balancing the FY22 General Fund budget that is to be presented to Council later this month. Over the past several years, as with most municipal governments, the growth of expenses has exceeded growth in revenues. More recently a combination of factors has put additional stress on the FY21-22 budget process: • In FY 19-20 there was a net addition of 13 FTE in the General Fund, of these positions were 7 FTE added to the Stormwater division. In FY20 and FY21 very preliminary discussions were conducted during the budget sessions with Council of the importance of implementing a Stormwater Utility Fund. In the past the City Council has deferred this implementation. • To fund the new positions in FY19-20 a property tax increase was approved ($0.4050 to $0.4400 per $100 assessed value) but due to growth in property values in excess of that allowed by DE law, the rate was rolled back to $0.4050 after reassessment FY 20-21. • The FY20-21 budget gap was balanced with deferred capital expenses, rolling over expected unused funds from FY19-20, no additional full-time staff, and needed HVAC capital repairs were financed by loans. • Subsequent to the approval of the FY20-21 Budget the Council approved the addition of five police officers in April of 2021 (partially grant funded) and gave direction to pursue a contract for body worn cameras. • The COVID-19 pandemic resulted in some decreased revenues and some increased and unfunded costs. • Only 75% of expenditures associated with the EF1 tornado associated with Tropical Storm Isaias will be reimbursed. The biggest expense was the General Fund expenses for debris removal. In summary, the City depends heavily on Property Tax and Transfers in from our utilities. Grants and fees make up the bulk of the rest. Property tax revenues are flat and transfers plus sanitation fees are growing very slowly. At the same time, we have pressing needs to maintain and improve streets, sidewalks and storm sewers, purchase police and public safety items such as body cameras, tasers and fire apparatus and other vehicles, and provide wage/salary increases. We have come to a point where additional revenues or noticeable cuts will need to be made to meet the legally mandated balanced budget, let alone the 8% prudent reserves. RECOMMENDATIONS: • Set FY2021 - 2022 Budget Discussions for Tuesday, May 25, Wednesday, May 26 and Thursday, May 26 at 6:00 p.m. • Provide staff direction for developing possible revenue enhancements (e.g. Property Tax or Hotel/Motel Tax increases, Stormwater Utility Fees, Permit and User Fees, etc.). • Provide staff general directions for targeting cuts in expenses.

CITY OF DOVER GENERAL FUND REVENUES VS. EXPENSES INCLUDING CAPITAL 50,000,000 5‐YEAR TREND 45,000,000 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 ‐ 2016 2017 2018 2019 2020 Revenues Expenses Financial data was extracted from City of Dover’s Comprehensive Annual Financial Report(s) for fiscal years 2016 to 2020. Data provided by City’s Finance office.

CITY OF DOVER GENERAL FUND EXPENSES ONLY; NO CAPITAL 5-YEAR TREND 3,653,282 1 3,422,360 3,417,157 3,308,156 3,416,041 1,461,248 150,000 1,456,829 1,433,559 150,000 150,000 1,350,133 1,406,388 150,000 4,413,593 310,057 2,725,765 2,878,697 2,530,368 2,724,474 2,237,247 2,236,803 2,135,269 2,301,107 2,193,261 18,047,721 19,022,672 17,727,148.00 18,117,885 19,161,942 2,629,007 2,442,076 2,538,761 2,775,268 2,789,603 2,362,937 2,093,043 2,017,216 2,192,665 2,279,634 1,722,178 1,981,350 2,014,150 2,069,104 1,551,421 5,512,836 5,003,530 5,625,242 4,814,699 4,716,030 2016 EXP 2017 EXP 2018 EXP 2019 EXP 2020 EXP General Government Public Works - Streets Public Works - Sanitation Public Works - Other Public Safety - Police Public Safety - All Other Library & Recreation Comm. & Econ. Dev Central Services Financial Administration Financial data was extracted from City of Dover’s Comprehensive Annual Financial Report(s) for fiscal years 2016 to 2020. Data provided by City’s Finance office.

CITY OF DOVER 2020 GENERAL FUND REVENUES 6.1% 1.7% 1.1% 8.2% 1.3% 40.3% 6.8% 1.8% 32.6% General Government Property Tax Public Works - Streets Public Works - Sanitation Public Works - Other Public Safety - Police Public Safety - All Other Library & Recreation Comm. & Econ. Dev Central Services Financial Administration Financial data was extracted from City of Dover’s Comprehensive Annual Financial Report(s) for fiscal years 2016 to 2020. Data provided by City’s Finance office. CITY OF DOVER 2020 GENERAL FUND EXPENSES 8.1% 10.6% 3.4% 0.3% 5.3% 10.9% 5.6% 5.0% 7.4% 43.5% General Government Property Tax Public Works - Streets Public Works - Sanitation Public Works - Other Public Safety - Police Public Safety - All Other Library & Recreation Comm. & Econ. Dev Central Services Financial Administration Financial data was extracted from City of Dover’s Comprehensive Annual Financial Report(s) for fiscal years 2016 to 2020. Data provided by City’s Finance office.

CITY OF DOVER Tax Rates Fiscal Year Rate Assessed Value Tax Receipts Estimate 2022 0.405 3,523,609,700 $ 14,270,619.29 $0.01 of tax rate equates to 2021 0.405 3,507,391,500 $ 14,204,935.58 352,360.97 2020 0.44 3,273,993,000 $ 14,405,569.20 2019 0.405 3,258,090,000 $ 13,195,264.50 2018 0.405 3,214,744,000 $ 13,019,713.20 2017 0.405 3,156,311,000 $ 12,783,059.55 2016 0.405 3,107,912,000 $ 12,587,043.60 2015 0.3378 3,207,154,000 $ 10,833,766.21 2014 0.3378 3,159,894,000 $ 10,674,121.93 2013 0.3378 3,181,496,000 $ 10,747,093.49 2012 0.3378 3,169,308,000 $ 10,705,922.42 2011 0.3378 3,136,639,000 $ 10,595,566.54

DOVER CITY COUNCIL GOALS & VISION SESSION April 2021 A Successful Partnership with Public Power Trusted Partner __ Who TEA is The Energy Authority (TEA) is a nonprofit portfolio management, energy trading, and advanced analytics firm that has operated in wholesale energy markets across the U.S. since August 1997. __ Why TEA exists TEA is wholly owned by public power utilities, created by public power to respond to our changing industry. __ How TEA operates TEA is a trusted partner in helping its clients gain critical DECADE OF SERVING THE COMMUNITY insights, manage risks, By the Numbers optimize their risks, and optimize their resources. Public Power utilities are created to provide robust physical systems that are exceedingly reliable and resilient. The City of Dover deals with physical complexities to provide clean, low-cost power to customers. Over the last 10 years of our partnership, Dover has successfully achieved their goal of reliability, budget stability and long-term resiliency. 1|Page

Who is TEA? Serving Communities Strategic Solutions for Public Power Best practices Robust risk control processes, proprietary credit models, and a strong reputation with bond rating agencies. Transparency There is no black box. Clients review and receive 100% of the value of all transactions executed on their behalf by TEA. THE BENEFITS OF WORKING WITH Governance and Collaboration A community of public power THE ENERGY AUTHORITY utilities. Trusted Partner Depth Attract and retain people skilled in TEA provides public power utilities with 1 $15 Million in wholesale energy market analysis access to advanced resources and technology systems so they can respond Service Fee Savings and transactions. competitively in the changing energy Advisory services markets. Through partnership with TEA, Access to TEA’s analytical, modeling, utilities benefit from an experienced and consultative capabilities. organization that is singularly focused on deriving the maximum value of their National Footprint assets from the market. Over 50 Public Power Clients 30,000 MW of peak load TEA was created by and exists to serve public 24,000 MW of generation power utilities. Our culture and values reflect Resource Types: Natural Gas, Coal, our public power roots and allow us to better serve the needs of our clients. Wind, Hydro, Nuclear, Biomass, Fuel Oil, Petroleum Coke, Landfill Gas By partnering with TEA, our clients can achieve the scale and scope of operations needed to compete in the wholesale energy market. We also Breadth work to bring our clients together to learn from each other. Over 500 counterparties, 24x7 trading capabilities, redundant transactional systems, and automated processes. 1 Compared to previous provider 2|Page

$30 Million in Negotiated Savings RENEWABLE ENERGY Solar Power Purchase Agreement (PPA) Negotiated Savings Solution for Public Power Delaware's Renewable Portfolio TEA Renewables Procurement provided the City’s framework for Standard (RPS) requires that 25% of successful purchase of 50 MW Solar Project by leveraging market electricity retail sales in the state be knowledge, analytic capabilities, and relationships with vendors who generated from renewable energy understand the unique challenges municipal utilities face. sources, with at least 3.5% coming from solar energy by 2025 and 40% level by 2035. A leader in environmental stewardship and compliance, Dover leads community efforts to make energy goals and environmental objectives With the 50-Megawatt Solar Project, compatible. Dover’s total Solar Renewable Energy Credit (SREC) production quickly jumps ahead of 2010 legislation’s RPS total REC standards of 22-25%.2 2 Assumes the new statute contains similar compliance exemption language for Dover’s 1500-kW peaking industrial customers 3|Page

Extreme Weather Events Polar Vortex 2014 The Polar Vortex led to record low temperatures in the U.S. and caused PJM’s grid to face dire reliability concerns with 22% of PJM’s generation unavailable to meet consumer demand. Comprehensive management of Dover fuel portfolio optimizes fuel mix to prepare and winterize generation assets to perform during winter events. PORTFOLIO MANAGEMENT Bomb Cyclone 2018 The electric grid would again be A Customized, Integrated, and Results-Oriented Approach to Portfolio challenged by the 2018 Bomb Management Cyclone. The intense weather event in early January resulted in record A major part of TEA’s value proposition often goes unnoticed but is levels of U.S. natural gas demand essential. Energy Markets can experience significant price volatility and elevated wholesale natural gas and risk during winter events and a robust and active portfolio and power prices. management program protects the City of Dover from exposure during these times where pricing can increase exponentially. Dover Customized Hedging program reduces risk and protects Dover and CUSTOMIZED its rate payers from volatile pricing We customize an approach for the City of Dover. From a deep such as the $2.3 Million in Energy understanding of Dover needs and commitment to reliability, TEA’s portfolio Cost Savings in January 2018. management team works with the Management Committee to address the unique opportunities and risks the utility faces. Winter Storms Uri & Viola 2021 INTEGRATED The U.S. was hit by back-to-back We employ an integrated approach within an energy landscape that is “unprecedented” deep-freezing undergoing constant fluctuation. Siloed operations are no longer adequate storms Uri and Viola. 73% of the to keep up with changing times. To remain competitive, your portfolio area of the lower 48 states was management must be robust, agile, and effective. covered by snow, leading to RESULTS-ORIENTED crippling widespread generation In the last 10 years, TEA has helped Dover meet and exceed performance and fuel shortages, blackouts, and and risk management goals of budget stability by developing risk budget shattering pricing. mitigation strategies appropriate for the City’s risk tolerances and policies. Coordinated policy management mitigates compliance penalties of up to $3,000 MWh and load costs up to $2,000 MWh. 4|Page

Ensuring Energy Security for the Future In the 2017 Integrated Resource Plan (IRP), TEA examined how Dover serves the community’s electric needs today and how that is likely to evolve over the next 15 to 20 years. The IRP presented the results of a detailed analysis of alternatives it may select to meet the electrical energy and demand requirements of its retail electric consumers for the period 2018-2037. UTILITY OF THE FUTURE Looking Forward o 5-year Resource Planning Navigating Uncertainty and Adapting to a Changing Environment Analysis to refresh IRP An important evolution in the provision and consumption of electricity assumptions of power supply services is now underway in the United States. An independent options and continue to strategic perspective is invaluable to decision makers working to increase supply diversity and successfully navigate a future filled with uncertainties. limit price volatility, while assuring economic value for customers. Technology Integration Roadmap o Demand Side Peak Reduction Study focused on Demand Side management alternatives such as load management and end-user energy conservation measures which could be installed on the electrical distribution system or at the end-use customers’ facilities. o Expand Capacity Utility Scale Solar Procurement to meet Delaware's Renewable Portfolio Standard (RPS) requirement of 40% level by 2035. o Commercial and Industrial The electric utility industry is undergoing digital transformation. Investing Customers Engagement in aging infrastructure and leveraging new technology in a way that meets with competitive and reliable the preferences and goals of the Dover community is key to reaching a choices to meet renewable sustainable and secure energy future. and resiliency goals. 5|Page

A STRATEGIC PARTNERSHIP IN PUBLIC POWER

A Strategic Partner for Public Power Proven Partnership Portfolio Management Renewable Energy Utility of the Future

✓ $15 million in service fee A Decade of Proven savings Partnership ✓ $98 million+ transfer to Public Power utilities are created to provide robust, general fund reliable, and resilient physical systems. ✓ Cost reduction of 34% for ratepayers The City of Dover navigates many complexities to provide ✓ Three consecutive years of clean, low-cost power to retail rate reductions customers. ✓ Five years of power cost And over the past decade with reductions credits TEA, Dover has achieved its goals. ✓ Competitive & stable rates compared to the state average

A Decade of Service by the Numbers

Portfolio Management ✓ Collaboration with Dover’s A major part of TEA’s value proposition often goes Management Committee unnoticed but is essential. ✓ Integration built to navigate Energy Markets can experience significant price volatility and constant fluctuation risk during winter events and a ✓ Meet & exceed risk robust and active portfolio management program protects management goals the City of Dover from exposure during these times where ✓ Budget stability pricing can increase ✓ Customized risk mitigation exponentially. strategies ✓ Leveraging unique opportunities

Navigating the 2014 Polar Vortex The Polar Vortex led to record low temperatures in the U.S. and caused PJM’s grid to face dire reliability concerns with 22% of PJM’s generation unavailable to meet consumer demand. ➢ Comprehensive management of Dover fuel portfolio optimizes fuel mix to prepare and winterize generation assets to perform during winter events.

Navigating the 2018 Bomb Cyclone The electric grid would again be challenged by the 2018 Bomb Cyclone. The intense weather event in early January resulted in record levels of U.S. natural gas demand and elevated wholesale natural gas and power prices. ➢ Dover Customized Hedging program reduces risk and protects Dover and its rate payers from volatile pricing such as the $2.3 Million in Energy Cost Savings in January 2018.

Navigating the 2021 Winter Storms Uri & Viola The U.S. was hit by back-to-back “unprecedented” deep-freezing storms Uri and Viola. More than 70% of the area covering the lower 48 states was under snow, leading to crippling widespread generation and fuel shortages, blackouts, and budget shattering pricing. ➢ Coordinated policy management mitigates compliance penalties of up to $3,000 MWh and load costs up to $2,000 MWh.

Renewable ✓ $30 million in Energy negotiated savings TEA Renewables Procurement ✓ Meeting Delaware's provided the City’s framework for successful purchase of 50 renewable portfolio MW Solar Project by leveraging market knowledge, analytic standards capabilities, and relationships ✓ Strategizing for 40% with vendors who understand the unique challenges municipal renewable energy by utilities face. 2035

Renewable Solutions for the City of Dover Ensuring energy security for the future. 50-Megawatt Solar Project pushed Dover’s total Solar Renewable Energy Credit production ahead of 2010 legislation

Advanced Meter Technology Infrastructure Deployment Integration Cybersecurity Planning Leveraging digital connectivity & data Roadmap analytics to drive From protection of Rethink better informed assets to detection, decision making Customer intrusion response, Experience recovery & return Expertise in utility data science & customer engagement can help ease Advanced Data the burden of high utility bills Analytics Get the full value of AMI Solar & Energy investment by turning data Storage Feasibility into insight & insight into Electric Vehicles (EV) Utility-scale battery action Networking storage systems for Lead electric vehicle greater penetration of infrastructure implementation variable renewable energy to correspond with EV by storing excess adoption & understand impact generation & firming to load patterns renewable energy output

The Benefits of Working with TEA TEA was created by and exists to serve public power utilities. Our culture and values reflect our public power roots and allow us to better serve the needs of our clients. By partnering with TEA, our clients can achieve the scale and scope of operations needed to compete in the wholesale energy market. We also work to bring our clients together to learn from each other.

Arline Newton Matthew C. Harline Client Services Manager Assistant City Manager City of Dover, Delaware QUESTIONS? p: 904.360.1437 p: 302.736.7005 m: 904.868.1589 f: 302.736.7002 anewton@teainc.org mharline@dover.de.us www.teainc.org

DOVER CITY COUNCIL GOALS AND VISION SESSION SUBJECT: Electric Department Goals & Visions AUTHOR: Paul Waddell, Electric Director BACKGROUND/DISCUSSION: o Garrison Oak Substation o Technology improvements • SCADA/OMS (Outage Management System) • AMI (Advanced Metering Infrastructure) • Substation Protective Relay upgrades o Vehicles • Bucket truck replacements • General purpose EVs o LED Lighting Conversion RECOMMENDATION: The substation at Garrison Oak is currently budgeted for FY22 and under the current schedule will be online by July 22. This of course will be dependent on material availability. The current capability of service to the area is limited to less than 2 MWs and after construction it will be increased to 50 MWs with the scalability of 100 MWs should the load dictate. Pursue SCADA upgrades to provide customer facing products to assist in outage notification and reporting. An OMS would work in conjunction with SCADA and AMI meters to provide real time updates to crews and the public. The replacement of older mechanical protective relays with newer digital relays can reduce potential outages by offering quicker response times to system faults. Additionally, all of these improvements can provide more detailed fault information for analysis and better system design. Bucket truck replacements needs to be a high priority item. We are seeing that as these vehicles age past the ten year mark there is an increase in maintenance costs and downtime. Availability of these trucks is crucial to allow crews to respond to outages and perform capital projects. Additionally, delaying replacement can not only incur additional maintenance costs but also purchase prices. A sign of the Department’s acceptance and support of renewable energy would be the conversion of four general purpose vehicles to EV and the installation of chargers at the Electric Admin building. LED lighting conversion is underway in the downtown area and 618 lights will have been replaced when complete. The goal of the department is to have all 8,800 city owned lights replaced to LEDs to provide brighter and longer lasting light and at a reduced overall cost, approximately $500,000 per year.

ELECTRIC DEPARTMENT CITY COUNCIL GOALS & VISION MEETING Everyday Goals: 1. The primary goal of the Electric Department is to SAFELY provide highly reliable electric service. 2. To plan and perform our work in an efficient and minimally impactful manner. 3. Promote cross communication with the customer and treat everyone respectfully. 4. Leverage system improvements and financial constraints to formulate long range upgrade plans Mission Statement: The Electric Department’s mission is “To support the current and future growth of all residential, commercial, industrial and defense customers we serve by safely providing reliable and affordable electricity; being economic and environmental stewards and continually looking for areas of improvement.” Five Year Vision: The Electric Department’s vision is “To offer exceptional service to our customers by integrating new technologies while being respectful of resources, financials, employees and the people we serve.”

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: Assessor Retirement AUTHOR: Cheryl A. Bundek, AAS Assessor BACKGROUND/DISCUSSION: The Assessor will be retiring on July 9th 2021. Discussions between the Assessor; the City Manager; Assistant City Manager and the Customer Services Director have concluded that the best path forward is to hire a contractor to fulfill the valuation aspect of the department until the Kent County Reassessment is completed; verified and approved. At that time, the City would no longer need the Contractual Services; Valuation Software; City-Wide Revaluations and appeals. A legal opinion from the City Solicitor has been attached. The City would then receive all new values from the County every quarter for billing purposes. The Administrative Assistant (Should be reclassified as the Assessment Administrator) would be the point of contact for the office and complete her normal duties and work closely with the Contractor. The Assessment Administrator would be placed under the direct supervision of the Customer Service Director. The Assessment Administrator would be in charge of Tax billing (supplemental and annual); notification to property owners of valuation changes (until completion of the Kent County Revaluation); processing deeds; processing tax refunds; processing senior citizen/disability applications; processing the building permits for the contractor (until completion of the Kent County Revaluation; after complete forwarding permits to the County for processing) and maintaining the abatements for billing purposes. The Residential Technician position would, hopefully, be transferred to another department, as her skill set will no longer be needed with this change. The Contractor would want to measure and collect data on all property that they are charged with. RECOMMENDATION: Approve the Addendum for Support Services with Tyler Technologies. Reclassify the Administrative Assistant to Assessment Administrator. (this was the title previously when I held that position). Place the office under the direct supervision of the Customer Service Director.

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: Space and Staffing Needs AUTHOR: Michael Hamlett, Central Services Director BACKGROUND/DISCUSSION: We will be discussing space and staffing needs for the Central Services divisions consisting of Facilities’ Management, Fleet Maintenance, and Warehousing and Procurement. Central Services is unique as it is the only department that primarily provides support to all other City Departments in efforts to provide adequate services to the citizens of Dover. The square footage for City buildings has expanded along with the addition of more complex operating systems such as audio and video systems, lighting systems, and HVAC systems just to name a few. Facilities’ Management primarily maintains roughly fourteen (14) principal structures and thirty-six (36) utility structures. The City of Dover infrastructure has grown tremendously since the year 2000 when there were nine (9) Facilities’ staff members which increased to twelve (12) in 2010. Due to the financial crisis of 2007-2008, the City was forced to make cut backs which resulted in not filling vacated positions. The result of such cut backs has reduced Facilities’ staff to four (4). Since, Facilities has been in a reactive state making priority repairs and performing requested work orders, Facilities has not been able to perform proactive maintenance such as painting, carpet cleaning, pressure washing, and other necessary functions which minimize the need for costly repairs. This staffing deficit has also reduced the ability of Facilities’ staff to handle simple projects in-house leading to the hiring of contractors for such. In turn, our Procurement office has been

increasingly tasked with bidding out services which has in turn increased capital expenses. The number of vehicles maintained by the Fleet division has continued to grow; yet he Fleet maintenance division has not grown in respects to available workspace and staffing levels within the last thirty (30) years. In just the last three (3) years, the maintenance and repair responsibility for vehicles has increased by 31%. Before this increase took place, the Fleet shop was already undersized and there was a need for additional staff. At that time, it was decided to hold off on additional staff as there was inadequate space to accommodate such. Many vehicles are driven well past their recommended maintenance interval as they are awaiting their turn to get in the shop due to breakdowns taking up shop space and labor. One third of the Fleet shop’s efforts are spent on maintenance while two thirds are spent on repairs which would likely be cut in half if there was available space and staff to address additional maintenance and minor repairs. RECOMMENDATION: It is my recommendation that Facilities’ staff be increased, and the Fleet shop be renovated to accommodate additional technicians with space for future growth. With these changes, City buildings and vehicles will receive preventative maintenance and needed repairs which will greatly improve the lifecycles, curb appeal, and reduce capital expenses. We have begun to invest in capital improvements to repair neglected City buildings and add personnel and vehicles for other departments in efforts to provide adequate services to our citizens. Now it is time to ensure we have the internal support and space to maintain our assets.

FACILITIES DIVISION – Asset and Personnel Comparison FACILITIES DIVISION - Asset and Personnel Comparison 350,000 14.0 300,000 12.0 250,000 10.0 200,000 8.0 150,000 6.0 100,000 4.0 50,000 2.0 0 0.0 FY 2000 FY 2010 FY 2019 FY 2020 Building Square Footage Facilities Division Personnel Linear (Building Square Footage) ** FY 2020 reflects janitorial staffing reduction (4 to 0) due to attrition and contracting out services**

FLEET DIVISION – Asset and Personnel Comparison FLEET DIVISION - Asset and Personnel Comparison 1800 7.0 1600 6.0 1400 5.0 1200 PERSONNEL LEVEL 4.0 1000 ASSET LEVEL 800 3.0 600 2.0 400 1.0 200 0 0.0 FY 2000 FY 2010 FY 2019 FY 2020 Fleet Division Personnel Vehicle Responsibility Work Orders

FLEET DIVISION – Space Concerns A B B A B A D C 3

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: Reapportionment of Council District Boundaries AUTHOR: Traci McDowell, City Clerk BACKGROUND/DISCUSSION: The 2020 Census data is expected to be released by mid to late July. Once the data is received, the Council districts will be evaluated to create a majority minority district and to ensure that all districts are evenly populated. RECOMMENDATION: The City Clerk’s Office will work with the Planning Department, the GIS Department, and the Election Board to develop a recommendation for redrawing the Council District boundaries.

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: Customer Service Department AUTHOR: Patricia Marney, Customer Service Director BACKGROUND/DISCUSSION: The Customer Service Department has been impacted by the effects of COVID as others have. Our mission for the coming months is lessen the impacts of COVID- 19 on our utility customers while still accomplishing City goals and completing existing projects. • ERP • Tax Office integration • IPA-UD Local Government Management Fellows Program • COVID Dover Strong commercial deferral program. • Establish various utility assistance and incentive programs o Residential Customer Assistance Program o Automated Payments Incentive Program o Utility Revenue Replacement/Customer Benefit (if approved by the American Rescue Plan) • Improve one-stop business initiatives. o Water Meter Purchase (in place currently) o Establish credit card acceptance in the Customer Service area. o One stop payment acceptance for all City receivables in various payment centers. • Improve utilities deposit requirements • Establish web chat options • Review updated web platform payment and work order options (app based and web based) • Review a VOIP based portable phone call que system • Work with internal departments for Storm Water Utility Billing • Prepare for AMI implementation following ERP completion.

COVID IMPACTS: COVID has impacted everyone in our organization, but more importantly our Customers. Customer Service continues to work outreach agencies to assist customers with their needs. We do this through referral services and with the assistance of The State Service Center who is disbursing CARES Act funding to those who meet the need and income guidelines. Due to the State of Emergency Modification 6 disconnections, late fees, and disconnection fees were halted from March 2020 – July 2020. The City resumed disconnections beginning July 1, 2020 with the adoption of Modification 23. Following an outreach measure, disconnections began on July 16, 2020. As per Modification 23, customers are offered a minimum of 4 months extension with proof of COVID impact. We currently have 19 active COVID-19 agreements. We have successfully collected $152,027.36 in past due utility bills related to COVID-19 using this method. Overall 318 COVID-19 extensions were granted from March 2020 – April 2021. At it’s peak the City had over 3,300 utility accounts that were eligible for disconnection, totaling $1,446,120.86. As of March 31st, there were 1,855 accounts eligible for disconnect. Of the most concern are those accounts over 30 days and beyond totaling $471,296.43. Pre-COVID disconnections were approximately 1,000 per month or 4% of our customer base versus 13% during peak delinquency. While we will continue to work with customers, the City will have future write offs related to the pandemic. We will continue to track the progress on this front. As of April 12, 2021, the Customer Service Department has returned to full operations. The office is open Monday – Friday from 8:30 a.m. – 5:00 p.m. All employees have returned to the office. We are accepting customers in our lobby while still utilizing the processes put in place during COVID-19. Such as e-bill notices, online applications, auto billing deposits, and automating payments. With re-opening comes risks to staff and the public. Safety is still at the top of our minds. In November and December 11 of our 19 staff members were out sick with COVID- 19. Several worked remote to help keep operations afloat during their absence. While a skeleton staff worked in the office to man the phone operations.

In closing, we are continuing to face challenges related to the pandemic. We have increased our communications with assistance agencies and continue to address concerns expressed by the community. However, we are starting to see the financial impact of returning to full service – including increasing our collections efforts through disconnections and reduction in overall accounts eligible for disconnect. Not only is this allowing us to reduce City receivables but is additionally allowing us the opportunity to get those in need in touch with community services that can assist with needs outside of our purview.

Customer Services Patricia M. Marney Customer Service Director pmarney@dover.de.us

Mission Statement  To provide quality public service to our diverse group of customers with professionalism, respect and integrity. Vision Statement  To foster an environment where all customers (internal and external) feel that their needs are met.  To treat all individuals with courtesy and respect while following the City of Dover’s mission. Core Values  We are professional, responsible, accountable, respectful, effective and efficient public stewards.  We promote honesty, integrity, and respect in all we do.  We encourage collaboration.

Functional Areas – FY 2021 and Beyond  Customer Service Administration (CSRs and Management)  Billing / Collections Department  Cashier Department  Metering Department  Property Tax (If transfer approved)

Strategic Goals – Short-term  Improve customer relations through various platforms, print media and internal programs (rebrand Customer Service)  “Compassion through Policy” program –  How can we help you while working with existing City policies?  Referral based services for Customers in need.  Catholic Charities, First State Community Action and other local agencies.  COVID Dover Strong commercial deferral program.  Reduce City’s outstanding Accounts Receivables through collections efforts  Training efforts  ERP integration (Munis, Tyler Cashiering, Tyler Notify, etc.)  Tax office processes and procedures  Metering / Safety School  Work with IPA-UD Local Government Management Fellows Program  Improve office security measures

Strategic Goals – Long-term  Establish various utility assistance and incentive programs  Residential Customer Assistance Program  Automated Payments Incentive Program  Utility Revenue Replacement/Customer Benefit (if approved by the American Rescue Plan)  Improve one-stop business initiatives.  Water Meter Purchase (in place currently)  Establish credit card acceptance in the Customer Service area.  One stop payment acceptance for all City receivables in various payment centers.  Improve utilities deposit requirements  Establish web chat options  Review updated web platform payment and work order options (app based and web based)  Review a VOIP based portable phone call que system  Work with internal departments for Storm Water Utility Billing  Prepare for AMI implementation following ERP completion.

COVID Impacts  State of Emergency Modification 6 - Disconnection Moratorium from March 2020 – July 2020 (late and disconnection fees were waived during this time.)  State of Emergency Modification 23 - Mandatory COVID-19 Four Month Payment Extensions effective July 1, 2020, on-going so long as the SOE is active.  19 active agreements – Plan Amount $17,725.58 – Remaining Due $8,214.31  12 delinquent agreements – Plan Amount $24,532.35 – Delinquent Balance $11,274.58 **eligible for disconnect  199 satisfied agreements - $130,555.28  Increase in utility account delinquency  As of March 31, 2021 – 1,855 accounts were eligible for disconnect.  3,300 at the highest in August 2020 – delinquent $1,446,120.86  Utilities Trial Balance as of March 31, 2021  Account Balances over 30 days = $471,296.43  Account Balances 30 days or less = $132,227.17  The City has a potential future write off due to delinquency.  Returning to normal operations  Opened to the public in full officially on April 12, 2021.  New ways of operating (e-bill, electronic payments, correspondence & meetings through other means)  Staff safety continued concern - Infections (11 out of 19) in November / December 2020  Continuing to work with the community to address concerns.

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: Recruitment and Retention of New Volunteer Members Duty Crew Program Volunteer Incentive Program Upgrade Computer Aided Dispatch System AUTHOR: David Carey, Fire Chief BACKGROUND/DISCUSSION: • Recruitment, retention of New volunteer members for the Fire Department to increase staffing. • Institute a Duty Crew Program for staffing the fire stations • Create a volunteer incentive program to retain volunteers, make them feel appreciated for the time they give and establish an incentive to live in City Limits to enhance the home response. RECOMMENDATION: • Build a marketing program for recruiting Volunteers • Hire a Marketing Company for Recruitment • Create a professional recruitment video • Advertising through Social Media outlets • Radio Advertisements • Create an Incentive program to retain members and promote residence in the City to join the fire department and give an incentive to live in the City of Dover. • Create a Property tax incentive • Create incentives and promotions within the fire department

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: Apparatus Replacement Plan AUTHOR: David Carey, Fire Chief BACKGROUND/DISCUSSION: National Fire Protection Association Standard for Automotive Fire Apparatus (NPFA 1901) • This standard defines the requirements for new automotive fire apparatus and trailers designed to be used under emergency conditions to transport personnel and equipment and to support the suppression of fires and mitigation of other hazardous situations. • The intent of the apparatus replacement plan is to maintain state of the art fire apparatus meeting current safety requirements in accordance with NFPA 1901. • NFPA states fire apparatus shall be replaced every 15 years in order to maintain classification as a Class A unit. • The age type and number of fire apparatus may directly impact the Insurance Services Rating for the City of Dover. • Apparatus replacement directly impacts the safety of our firefighters. RECOMMENDATION: • In FY 2021-2022 we are requesting the purchase of a new Engine at $720,000. • This engine will replace two 2003 Engines. • Why replace two engines with one? • 2020, we purchased a Rescue/Engine. This apparatus performs the duties mainly of a Rescue truck however can

perform Engine Company operations as well. This is a multi- Functional unit to better suit the needs of the fire department and the City of Dover. • Purchasing one engine instead of two engines, reduces our fleet size by one piece of apparatus saving the City an expense of an additional $720,000 dollars. • This will allow the fire department to continue to provide optimum service with 1 Engine, a Squad (Rescue/Engine) and a Ladder truck at each station with an engine that can float between stations for units out of service. • FY 2022-2023 we are projecting and requesting the replacement of a 2005 Ladder truck. • This ladder truck will be 18 to 19 years old by the time the Ladder truck is built and delivered. • Ladder 2 has cost approximately $50,000 dollars a year to keep it in service and safe over the past couple of years. It's out of service time has increased due to the amount and severity of repairs, as well as the ability to get parts for the aging apparatus.

DOVER FIRE DEPARTMENT Volunteers Since 1882 Goals and Visions

Visions of the Fire Department • Recruitment and Retention of new volunteer members • Duty Crew Program • Volunteer Incentive program • Apparatus Replacement Plan • Upgrade Computer Aided Dispatch System

Recruitment Build a marketing program for recruiting Volunteers • Hire a Marketing Company for Recruitment • Create a professional recruitment video • Advertising through Social Media outlets • Radio Advertisements

Volunteer Incentive Ideas • Need to create an Incentive program to retain members and promote residence in the City to join the fire department and give an incentive to live in the City of Dover. • Create a Property tax incentive. • Create incentives and promotions within the fire department. • Earning of "Dover Dollars" to purchase items for fire suppression activities. • Earned by volunteering a number of hours in a given period of time. • Example of items to be purchased with Dover Dollars: duty crew uniforms, pants, shirt, t-shirts, hats, Flashlights, radio strap etc. • Promotions: Helmet shields for Firefighter I, II and III level firefighters, coat name tags, etc. • Propose a Property Tax incentive for City of Dover Volunteer firefighters. • This will incentive firefighters to live within City limits. • Will make firefighters eligible for up to a $2500 real estate property tax Credit. • This would be an excellent benefit to the City encouraging firefighters to live closer to the City. • With firefighters living in the City will assist with the home response concept. • Will encourage recruitment and retention. • Extend the volunteerism in the fire department for several years to come. • Could be expanded to include Dover PD officers.

Apparatus Replacement Plan National Fire Protection Association • Standard for Automotive Fire Apparatus (NPFA 1901) • This standard defines the requirements for new automotive fire apparatus and trailers designed to be used under emergency conditions to transport personnel and equipment and to support the suppression of fires and mitigation of other hazardous situations. • The intent of the apparatus replacement plan is to maintain state of the art fire apparatus meeting current safety requirements in accordance with NFPA 1901 • NFPA states fire apparatus shall be replaced every 15 years in order to maintain classification as a Class A unit. • The age type and number of fire apparatus may directly impact the Insurance Services Rating for the City of Dover • Apparatus replacement directly impacts the safety of our firefighters.

Apparatus Replacement Plan • In FY 2021-2022 we are requesting the purchase of a new Engine. • This engine will replace two 2003 Engines. • Why replace two engines with one? • 2020 we purchased a Rescue/Engine. This apparatus performs the duties mainly of a Rescue truck however can perform Engine Company operations as well. This is a multi-Functional unit to better suit the needs of the fire department and the City of Dover. • Purchasing one engine instead of two engines, reduces our fleet size by one piece of apparatus saving the City an expense of an additional $720,000 dollars. • This will allow the fire department to continue to provide optimum service with 1 Engine, a Squad (Rescue/Engine) and a Ladder truck at each station with an engine that can float between stations for units out of service. • FY 2022-2023 we are projecting and requesting the replacement of a 2005 Ladder truck. • This ladder truck will be 18 to 19 years old by the time the Ladder truck is built and delivered. • Ladder 2 has cost approximately $40,000 dollars a year to keep it in service and safe over the past couple of years. It's out of service time has increased due to the amount and severity of repairs, as well as the ability to get parts for the aging apparatus.

Apparatus Replacement Plan • FY 2022-2023 we are projecting and requesting the replacement of a 2005 Ladder truck. • This ladder truck will be 18 to 19 years old by the time the Ladder truck is built and delivered. • Ladder 2 has cost approximately $40,000 dollars a year to keep it in service and safe over the past couple of years. It's out of service time has increased due to the amount and severity of repairs, as well as the ability to get parts for the aging apparatus.

10-year CIP Apparatus Replacement Plan 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Total E5 (2018) Squad 1 (2020) 757,900 759,000 E3/E6 720,000 720,000 (2003) Ladder 1,500,000 1,500,000 2 (2006) E4 872,850 872,850 (2006) Squad 871,200 871,200 2 (2008) L1 1,778,000 1,778,000 (2011)

Computer Aided Dispatch System Upgrade • This will enhance inoperability between the State of Delaware, Kent County and Dover PD. • Allows us to share information live • Improving the Life Safety of the citizens of the City of Dover,

Cost assocaiated • Volunteer Recruitment, Retention, and incentive program Estimated to be $100,000 a year to get started. • Apparatus replacement plan as outlined in the CIP • Upgrade to Computer Aided Dispatch System $61,000

Total Personnel Hours 760 Overall 2020 37 Incident Duration Times 10,292 Hours 2,476 1,969 28 Man hours per day 192 1009 1756 1,460 633 False Alarm (2,476) Good Intent (1,756) Service Call (633) Hazmat (1,460) Rescue/EMS (1,009) Overpressure (192) Fire (1,969) Special (37) Severe Weather (760)

Training To Protect and Serve Members attended 1,219 hours in State Fire School and In-House training offered throughout the year. Members were instructed on numerous topics from fire suppression, to Emergency Medical Technician.

Department Social Media Facebook Instagram DFD Website Over 10.5K followers Over 1,801 followers Over 2.3 million views

The Officers, men and women of the Dover Fire Department remain the only State capital in the Nation to be protected by a 100% volunteer fire department. We are prepared and ready to provide the City of Dover with the finest fire protection in the State. We look forward to a safe and productive year working with City officials and the Mayor and Council.

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 May 2021 SUBJECT: Cyber-Security AUTHOR: Larry Josefowski BACKGROUND/DISCUSSION: CyberSecurity is a multi-faceted issue that every organization has to address. This is an environment that is constantly evolving and needs constant updates and vigilance. However, securing the inside of the perimeter is as important, if not more so, than securing assets from outside, so both types of threats can be addressed. RECOMMENDATION: 1. Training: Increase the awareness and expertise in the area of Cyber-Security. There are many organizations that we can partner with to help in our security posture but having dedicated internal resources to monitor are key. As part of this, however, is an understanding that well trained cyber-security specialists are in high demand in all sectors, and we should review the job descriptions and make adjustments, as necessary. 2. Internal Security measures: Develop priorities for system and individual device protection, such as reviewing past testing (July 2019) and what was remediated, what remains, and follow up testing. Additional security measures will also be reviewed, including securing locally stored data on laptop hard drives and removable drives, which can be problematic.

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 May 2021 SUBJECT: Metric Collection and Consolidation AUTHOR: Larry Josefowski BACKGROUND/DISCUSSION: A key element of any management process is metrics. There are many tools that are available to gather information, but exist in a variety of programs, or are not being consistently used. Consistent use allows tracking of trends and anomalies, and with consolidation of like data, allows a quicker and more efficient use of the data. While such a tool would be implemented for use in the IT Security area, the data analytics and skill set would be very useful in the future in the area of data mining, such as data from smart meters. RECOMMENDATION: 1. To start logging basic information from all incidents or requests for IT issues to the Help Desk software, no matter what the source of the request. There is an existing free program that may have limitations, but it is sufficient in the near term. 2. To acquire a tool that will allow the consolidation of logs from the various servers that run the variety of network and application management tools onto a single platform for review and analysis. Such a tool would be a data analytics tool such as Splunk.

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 May 2021 SUBJECT: Update/Create Documentation AUTHOR: Larry Josefowski BACKGROUND/DISCUSSION: Documentation is essential to any improvement process, as knowing what the current state is to get to a future state is critical. It also allows better business continuity, succession planning, and encourages knowledge sharing. RECOMMENDATION: 1. Review existing documentation to see what is still current, and what has been eclipsed by new equipment and events. 2. Establish priorities: Infrastructure topology, including server and networking, is essential. 3. Leverage existing relationships (Cisco, DTI) to acquire tools to automate and/or create real-time documentation. 4. Explore use of existing tools to document fixes for client issues to speed up resolution in the future.

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 May 2021 SUBJECT: Upgrade Opportunities AUTHOR: Larry Josefowski BACKGROUND/DISCUSSION: A system is constantly changing, as new demands and opportunities present themselves. These may provide stress on the network or resources, which may limit performance of As part of the review of cyber-security, documentation, but primarily metric consolidation, areas of performance or increased capacity or redundancy may be identified. Such areas would be targeted for future system upgrades. RECOMMENDATION: 1. Review existing documentation to see what is still current, and what has been eclipsed by new equipment and events. 2. Establish priorities: Infrastructure topology, including server and networking, is essential. 3. Leverage existing relationships (Cisco, DTI) to acquire tools to automate and/or create real-time documentation. 4. Explore use of existing tools to document fixes for client issues to speed up resolution in the future.

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 May 2021 SUBJECT: Disaster Resiliency AUTHOR: Larry Josefowski BACKGROUND/DISCUSSION: Recovery of an organization’s IT assets after a disruption is a primary goal of an IT organization, but such a process relies on good processes to minimize the occurrence, an understanding of all the assets that need to be recovered and their priority, and an understanding between the organization and their IT department on the scope of recovery under different scenarios, and the cost of such a response. The existing infrastructure and cloud- based backup do provide a level of recovery in the event of most circumstances, but a quick review of existing resources indicate some limits, delays, or performance issues in the event of a significant event. RECOMMENDATION: 1. Review existing emergency scenarios, and the role IT is expected to play. 2. Review documentation, metrics, and existing infrastructure to more accurately determine 3. Establish priorities for increasing internal capacity and consider using more remote city sites for backup.

IT Department 2021-2022 Vision Larry Josefowski, Director

Cyber-Security Update/create documentation Fresh look Metric Collection and Consolidation and review Identify potential upgrade opportunities Disaster Resiliency

• 2019 Penetration test and 2021 Cyber-insurance policy • High quality existing tools in place • CrowdStrike • Barracuda • Windows Security polices • VPN Cyber-Security • Basic capabilities in place, but can be expanded • Change management may be biggest challenge • Looking for additional training to increase posture

Many tools, many outputs Metric Active Directory, switches/routers, CrowdStrike, Barracuda, Collection access/performance/application logs and Implement tool to consolidate, prioritize, Consolidation and create dashboards Splunk leading tool for digging into machine generated data

Update/Create Documentation 1 2 3 Document procedures Create Create documentation and policies knowledgebase for of network and solutions infrastructure • Server connectivity • FiberOptic backbone

Upgrade opportunities Network backbone Create more segmented between electric and network Reed Street to 10GB Additional Hyper-V Additional capabilities in servers to provide more various platforms capacity and redundancy

Disaster Resiliency Review Review of existing infrastructure capabilities Identify and Identify and prioritize scenarios and recovery timelines prioritize Identify Identify resources needed for support

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: Library Anniversary AUTHOR: Brian Sylvester BACKGROUND/DISCUSSION: September 2022 will be the 10-year anniversary of the new building and the 120-year anniversary of the Dover Library as a tax supported institution. Dover’s library was the first tax supported library in Delaware. RECOMMENDATION: I recommend planning a community celebration for September 2022 and exploring ways to commemorate these events. Options could include naming opportunities, installation of new public art, launching a new service, membership drives, fine amnesty, proclamations, etc. I further recommend taking this opportunity to draft an in-depth facility review (already in progress) to identify areas for improvement in the building.

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: Library Membership AUTHOR: Brian Sylvester, Library Director BACKGROUND/DISCUSSION: Statistics show that active library membership, visitors, and circulation of physical items were at a 5-year low pre-COVID and are significantly lower now. To be considered an active member, the card must be used at least once a year. RECOMMENDATION: The library should take action to address this trend, with the priority of increasing active membership under the assumption that the other two measurements will increase as a consequence. Potential projects include: outreach to Dover Air Force Base; eliminating barriers to library membership; targeted marketing and outreach to neighborhoods with low library membership; off-site programs and services. Library staff has formed a marketing and outreach committee to guide this effort.

DOVER CITY COUNIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: Parks & Recreation Department AUTHOR: Robin Eaton, Parks & Recreation Director BACKGROUND / DISCUSSION: The Parks & Recreation Department has six (6) areas that we would like to improve upon to benefit the citizens and customers of the City of Dover: • Dover Park Master Plan Implementation: The City of Dover over several years and several outreach initiatives identified and created a Master Plan for Dover Park. Three (3) major components were identified through resident feedback and they are an activity building to replace one that was removed, a water spray pad and an accessible playground. These projects combined have a current cost of approximately $1.8 million. • Schutte Park Master Plan Implementation: The City of Dover over several years and several outreach initiatives identified and created a Master Plan for Schutte Park. Two (2) components were identified through resident feedback to be of importance in the area, a dog park and a skate park. These projects combined have a cost of approximately $700,000. • Silver Lake Master Plan Design: This is the last of the three (3) major parks in the City that needs a master plan. The design process will follow that from the two (2) previous park master plans, developing a cohesive design to build from in the future. • Tree Maintenance Program: There are many advantages to planting trees in the City, but there are issues as well. Creating a plan and educating the public on a tree plan would be advantageous. • Small Park Revitalization Program: Many small parks throughout the City are underutilized and there is a need to remove outdated equipment and items in disrepair such as fencing. Use of an outreach program to determine the wants and needs of those in the community surrounding the park. • Turf Field at Schutte Park: Turf field time is in high demand, we currently partner with Capital school district for use at the high school. We could lose the field hockey program if we loss the use of the high school field. Cost for a field currently runs around $1 million. RECOMMENDATIONS: • Dover Park Master Plan Implementation: Support funding for these projects. This could be accomplished by researching additional grants, loans or private sponsorships. • Schutte Park Master Plan Implementation: Support funding for these projects. This could be accomplished by researching additional grants, loans or private sponsorships. • Silver Lake Master Plan Design: Support staff through outreach within the community and attend meetings with input. Support funding when projects begin. • Tree Maintenance Program: Support staff through outreach programs and advocate for proper tree care and plantings. Use of website to inform the public. • Small Park Revitalization Program: Grass roots support from Council in their district with support during the outreach portion of the program. Funding would come current funding measures. • Turf Field at Schutte Park: Support funding for these projects. This could be accomplished by researching additional grants, loans or private sponsorships. Develop a fee schedule for use to create a revenue stream.

Parks & Recreation Department CITY COUNCIL GOALS & VISION MEETING MAY 1, 2021 Mission Statement: To provide quality affordable recreation and leisure services that promote healthy lifestyles for residents of Dover and its surrounding communities

Parks & Recreation Department CITY COUNCIL GOALS & VISION MEETING MAY 1, 2021 DEPARTMENT GOALS: • Dover Park Master Plan Implementation • Schutte Park Plan Implementation • Silver Lake Park Master Plan Design • Tree Maintenance Program • Small Park Revitalization Program • Turf Field at Schutte Park

Parks & Recreation Department CITY COUNCIL GOALS & VISION MEETING MAY 1, 2021 Background and Discussion • Dover Park Master Plan Implementation • Park usage is low due to lack of amenities and safety concerns • Outreach during planning identified priority needs • Schutte Park Master Plan Implementation • Additional amenities will create more opportunity for activities • Outreach during planning identified priority needs • Silver Lake Master Plan Design • Budget Year 2023-2024 to free funds to complete Schutte and Dover Park projects • In house design utilize local College engineer program • Tree Maintenance Program • Set tree care zones to better communicate with citizens • Revise standards and evaluate tree planting standards • Better track care and integrate with GIS • Small Park Revitalization Program • Remove items that are outdated, unused and in disrepair • Through local community outreach determine needs of your neighborhood park • Turf Field at Schutte Park • Have control of use at a higher demand • Possible loss of programs

Parks & Recreation Department CITY COUNCIL GOALS & VISION MEETING MAY 1, 2021 DEPARTMENT GOALS-RECOMMENDATIONS: • Dover Park Master Plan Implementation • Work with Grants admin / other funding sources (private/organizations) • Cooperation from Council for funding and support • Schutte Park Master Plan Implementation • Work with Grants admin / other funding sources (private/organizations) • Cooperation from Council for funding and support • Silver Lake Master Plan Design • Create design using current staff • Work with local college engineer programs to assist in design • Tree Maintenance Program • Promote proper tree planting techniques (location, size, species, root barriers) • Maintain street trees in a routine manner documenting work performed (GIS) • Small Park Revitalization • Support from Council through community out for parks in your district • Turf Field at Schutte Park • Work with Grants admin / other funding sources (private/organizations) • Cooperation from Council for funding and support

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: City Capital Facilities Investment Plan AUTHOR: David Hugg BACKGROUND/DISCUSSION: For years (or at least for the almost 4 years I have been here) there have been numerous discussions, some planning, a space needs study and a bit of conceptualizing about the prospects for various City buildings and facilities (excluding utilities and parks). Various proposals have been floated for a new City Hall, potential reuse of the Dover Post Office site, the future of the McKee Run Generating Station, acquisition of the Duncan Center, the future of the PNC Bank building, disposition of the Reed Street building, and the future of the City’s parking lots downtown. In the interim, significant investments have been made in roofs, HVAC systems, carpeting, paint, and other components at both Weyant Hall/Reed Street and the City Hall annex. Presently, the current Post Office and McKee Run have been submitted for reuse planning grants under the U.S. House of Representatives Community Project Fund program. While these investments have added value in the short run to these facilities, in the absence of any overall City facility plan, they are disjointed and may not be in the long term best interests of the City. RECOMMENDATION:

Undertake an update and review of any prior facility plans and office space studies, assess the long term value of recent or contemplated investments, determine the asset value and market potential of existing properties and develop a City Capital Facilities Investment Plan. The task should also include preparation of concept plans, preliminary specifications and cost estimates for new or renovated facilities as appropriate. It should also explore potential federal funding for new capital projects under the ARP or American Jobs Act programs. This is probably a consultant contract(s) with input from various departments as necessary. This effort could explore options for public/private partnerships or private investment with long term leases or use of a redevelopment authority or other creative financing options.

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: Economic Development AUTHOR: David Hugg BACKGROUND/DISCUSSION: The City’s economy is strong, and growth is evident in most sectors. Even though COVID caused some business closures, especially in the retail/food and services area, the City has attracted many manufacturing and wholesale employers, seen continued expansion in the health care area, and even experienced a growing number of new office projects. After a slow period, housing construction is showing signs of recovery. The Planning Office is continually busy with site plan, building projects, and rezoning applications. With strong support and collaboration with the Kent Economic Partnership and the Delaware Prosperity Partnership, Dover is gaining wide recognition within the site selector and business recruitment community as a great place to do business. But some issues are increasingly apparent. While Garrison Oak Business and Technology Center is now actively marketed by the City, County and State, the lack of a good connector to SR1 has resulted in the City not landing prospects. The absence of available larger buildings (50,000 square feet +) suitable for warehouse, distribution and logistics uses is also limiting. Although designated in both City and County plans, additional employment zones are not yet being developed.

The City (and DDP) lacks a comprehensive master plan to integrate the various projects and studies within the downtown district. Attractive incentives exist for DDD projects and for tax abatement for large business projects, but no incentives are available for general commercial or business activities in the rest of the City. Dover’s marketing efforts are not well coordinated and are hit-or- miss. Dover’s City website is hard to navigate and unattractive. RECOMMENDATIONS: Support requests for funding for the business to business connector (Garrison to Kent Aeropark) roadway and urge that the roadway be included in ongoing MPO priorities. Investigate potentials for City-County actions to designate and secure options on land for the SE Dover Employment Center. This should be a priority request for use of ARP or Jobs funds if eligible; if not seek US EDA funding for planning, purchase and development). Recruit investment in new spec building space (this could be a City- County initiative, a P3, part of an incentive package, provision of City bonding or other financing?). Support efforts to undertake a master plan for the DDD area (as submitted to Rep. Blunt Rochester). Investigate potential for additional incentives, especially for utilization of existing commercial buildings through-out the City. More actively market the City, piggybacking on marketing programs of KEP, DDP, Kent Tourism and DPP to maximize exposure and ensure consistency. Develop a new high profile, user-friendly professionally prepared City of Dover website – this is critical to any marketing strategy).

Aggressively pursue (federal) American Rescue Plan and American Jobs Act funding for infrastructure projects to support economic recovery and growth. Note: The City should pursue a team-driven process (focused group effort) to identify and seek federal funds – the opportunities and amounts are staggering.

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: Energy Policy AUTHOR: David Hugg BACKGROUND/DISCUSSION: The City has a responsibility to develop and promote a sound energy policy on behalf of our residents. While we have made significant strides in meeting or exceeding renewable energy requirements as part of our electric utility operations, it appears that there is no overall commitment to embracing new energy technologies, demonstrating a commitment to reducing our carbon footprint, or implementing energy saving opportunities. As an electric generator we have access to low cost energy that could be used for transportation and facility operations, we have City-owned rooftops that could support solar panels, and we can embrace newest technologies in heating, lighting, and communications. As noted in the 2019 Comprehensive Plan, we can: evaluate ways to incentivize improvements to energy performance of existing buildings; and catalog existing green development and green energy incentives offered by the State and federal governments to determine how Dover can leverage these incentives. RECOMMENDATION: Actions could include a serious commitment to a 100% electric fleet (or maybe hydrogen or propane or other alternatives), building a series of recharging stations for both city fleet use and as a economic development investment, placing solar panels on every rooftop where practical to reduce the City’s use of coal/oil/gas based electricity,

providing customer incentives, aggressively retrofitting office lighting throughout City facilities, and promotion of energy conservation in communications, codes, ordinances, etc. The recent conversion to LED street lighting is a great start. There appears to be significant money being included in the proposed American Jobs Act for electric vehicles and other green initiatives. There may be federal funds from the ARP as well. This is probably an Electric Department lead with Facilities Management, Finance and Planning participation, maybe a small task group. The Delaware Sustainable Energy Utility group (DESEU) might be helpful in this initiative.

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: Housing AUTHOR: David Hugg BACKGROUND/DISCUSSION: Most recent census estimates put the number of dwelling units in Dover at approximately 15,700 (2019), up from a 2017 estimate of about 13,957. While depressed in the past year or so, the number of new houses being permitted shows signs of recovery although the housing supply is very tight with very few higher priced units being built (70% of all houses in Dover are valued under $200,000). But lurking within these numbers are some disturbing indicators. For example, if the recent census estimates are correct, almost 52% of the occupied houses are now renter occupied, up from about 44% just two years earlier. Almost half of Dover’s housing was built before 1980, with about 23% built in the 1950-1969 period. Approximately 1,948 of Dover’s housing units are publicly-owned by either the State or Dover Housing Authority or otherwise subsidized. The Housing issue in Dover has several components: First – age: Many of our older developments have not aged well. Some by virtue of marginal original construction and many by a combination of changes in ownership status and minimal maintenance are either already blighted (such as in the downtown) or are deteriorating and becoming the location of safety and code issues. These neighborhoods have old, probably obsolete or inefficient public and private infrastructure as well. Utilities and other public facilities (streets, lighting, drainage, open spaces) might need upgrading, while

the dwellings themselves are likely to have inefficient electric, HVAC, insulation and other building systems. Many of these neighborhoods lack functioning HOA’s or other means of ensuring upkeep. Second – Public Housing: some of Dover’s public housing facilities are poorly maintained, deteriorating and generally unattractive. Projects such as Senate View on MLK Jr. Blvd occupy prime locations on gateways into the City, giving the City a less than favorable image. Others simply lack a high quality of maintenance. Third – Homelessness and limited affordable housing: one of the nagging concerns that should be addressed is the deficiency in housing options for those of very low incomes or other limitations on housing choices. This issue includes shelters (two within City limits), transitional housing, and units that are affordable to those with minimal incomes. RECOMMENDATION: Dover would benefit from a thorough housing assessment (consultant) that investigates such factors as age, occupancy, condition, ownership, infrastructure, etc. to better understand the potential extent of housing issues imminently facing the City. From this work could come a City-wide housing assessment and policy that might include capital facility investment, incentives to upgrade HVAC systems or energy improvements, ownership assistance, proposals to address revitalization and renovation/replacement of DHA public housing projects, and options to address affordability including incentives to developers to construct affordable rental housing. It is critical that the role of the City in directly resolving housing and homelessness issues be defined.

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: PLANNING – THINKING BIG AUTHOR: David Hugg BACKGROUND/DISCUSSION: In 2019 the City adopted a new Comprehensive Plan. This plan addresses much more than just land use and includes policies and goals across a wide range of City operations and responsibilities. Table 1-2 summarizes the Chapter Goals. The Plan also sets forth a series of Implementation Actions (Chapter 15) over a ten year horizon. These should be part of the City’s ongoing budgeting and program development activities; they are not just work tasks for the Planning Department. The Plan sets the framework for identifying and assessing the policy landscape in which the City operates. (Please review these portions of the Comprehensive Plan prior to the retreat, if possible - available on City website). Over at least the last two decades the City has engaged in numerous planning exercises looking at street/gateway improvements, new City Hall, trails and bike/ped systems, downtown reinvestment, etc. Few of these efforts have gotten past the final report stage. The City seems to be reluctant to execute, typically referring matters back to staff. There appears to be a reluctance to take on major projects for fear of negative feedback, budgetary impacts, or other factors. RECOMMENDATION: Recognizing that every department has limited staff and pressing workloads, and Councils agendas are often full, it is difficult to suggest yet another “process” to add to the pile. However, there should be a

regular assessment and reporting process, perhaps periodically as part of one of the regular department heads meetings where the implementation actions are discussed, especially in the context of City and other funding, impact on staffing and operations, and expected outcomes. A parallel effort involves a thorough review of many of the City’s codes and ordinances to update them to contemporary standards. Some are obvious and long overdue such as adopting more recent IBC/IMPC codes, revisiting the Vacant Building and Dangerous Building Ordinances, and overhauling some of the zoning provisions (housing, commercial/business categories, parking, etc.). Staffing to do this is limited and may require additional resources. The Mayor has suggested creation of a working group to work with the real estate community to assess implications of COVID on future retail business activities. ARP, American Jobs Act and other federal funding opportunities should be viewed as a once in a lifetime chance to take bold actions addicting revitalization, infrastructure upgrades, parks and trails, city buildings, and other high profile projects.

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: POLICY DEVELOPMENT AUTHOR: David Hugg BACKGROUND/DISCUSSION: There seems to be limited “policy” development built into the Council’s routine deliberations. This focus should be incorporated into the Council Committee process where issues are supposed to be identified, assessed, and forwarded into recommendations. It is important to carefully define the City’s role in aspects of the community other than traditional ones: safety, streets, utilities, building, parks, libraries and similar functions. What is the City’s role, if any, in addressing blight, poverty, homelessness, substance abuse, health, education, and other socioeconomic conditions? These should not be left to default solutions. RECOMMENDATION: The City could explore adding a policy analysis function to the management team which duties include regularly identifying and reporting on trends and impending issues across a wide spectrum of topics (a role for the Assistant City Manager’s office?). The April 24 retreat is timely and appropriate, but mini-retreats might be useful, perhaps quarterly, to highlight challenges facing the City. Although there could be a cost involved, these sessions should be facilitated and focused, maybe even to include outside topic “experts” to frame the discussion.

DEPARTMENT OF PLANNING, INSPECTIONS AND COMMUNITY DEVELOPMENT & ECONOMIC DEVELOPMENT OFFICE David S. Hugg III, Director

OUR TASKS: • Plan and Manage Future Growth and Land Development – protect the quality of life and the character of the City according to the Comprehensive Plan, Zoning Ordinance and Land Development regulations • Ensure High Standards of Construction and Maintenance – protect the public health, safety and welfare through effective implementation of building and related codes • Maintain the quality and integrity of the built environment – enforce City codes, ordinances and regulations for the environment where residents live, work, and conduct business • Promote Life and Fire Safety – foster a fire safe community through plan review, inspections, education and investigation • Enhance Dover’s economy – promote a viable, balanced local economy supporting employment, housing opportunity and entrepreneurialism

CHALLENGES FACING THE DEPARTMENT: • Landlocked, maturing, room for growth • Blighted neighborhoods • Older housing stock • Increasing rental occupancy • Critical infrastructure needs • Social concerns – not just pipes and paving

• Defining the “New Normal” after COVID • Maintaining competitiveness and responsiveness • Land and facilities needed for new industry • Fees, licenses, permits, penalties of-of-date • Ensuring contemporary codes and ordinances • Certification, training, networking

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: Department of Public Works Primary Initiatives AUTHOR: Sharon J. Duca, P.E. BACKGROUND/DISCUSSION: The primary initiatives for the Department of Public Works include the following: 1. Provision of solid waste collection services which is necessary to support a clean community. 2. Updates and clarifications to DelDOT maintenance agreements which is necessary to properly budget for needed resources and to properly understand municipal maintenance responsibilities within the State rights-of-way. 3. Completion of annual Street, Concrete and Alley Program which is necessary to replace aging infrastructure within the City rights-of- way. 4. Completion of the North Bradford Street Rehabilitation Project which is necessary to replace aging infrastructure. 5. Implementation of Stormwater Utility which is necessary to fund mandated requirements, operations, maintenance and capital improvement to the City’s stormwater infrastructure. RECOMMENDATION: It is recommended that City Council and the City Manager support the time and funding required for the Department of Public Works to perform the primary initiatives above.

MEMORANDUM Department of Public Works P.O. Box 475 Dover, Delaware 19903 Phone: (302) 736-7025 Fax: (302) 736-7092 E-mail: sduca@dover.de.us TO: City Council Randy Robertson, City Manager Matthew Harline, Assistant City Manager FROM: Sharon Duca, Public Works Director DATE: May 1, 2021 SUBJECT: DelDOT Maintenance Agreements Information Sheet BACKGROUND There are 104 agreements between the City of Dover and the State of Delaware regarding roadway maintenance. These agreements range from 8/20/1956 to 2/10/2016 as per the list provided by DelDOT. (It should be noted that additional agreements have been written since that date.) All agreements were signed off on by City of Dover City Managers. The purpose of the agreements is to establish which party is responsible for what maintenance within the State rights-of-way that are located within the municipal limits. Maintenance responsibilities include pavement, sidewalk, curb, drainage, snow and ice control, street cleaning, street lighting, policing, traffic control devices, signing, striping, grass mowing and roadside beautification. In general, DelDOT retains pavement responsibilities while the other responsibilities are often a mix between the City and the State. The difficulty, for both the City and the State, lies in the fact that there are so many agreements to track and variances among them. In addition, over the years DelDOT performed much of the maintenance within the State rights-of-way but are now following the agreements more closely. The latter represents communication issues and confusion with staff as well as the public in terms of who is doing what maintenance. For example, DelDOT has performed roadside ditch maintenance along White Oak Road for at least a decade but now states that it is the City’s responsibility based on a prior agreement. One agreement relating to White Oak Road is now under review by DelDOT to determine ditch maintenance responsibilities. The bottom line in the example is that the necessary maintenance is no longer getting done and an increased financial burden is placed upon the City. It is important that we work to get a handle on whose maintenance responsibilities are what for two reasons: 1) in order to properly budget for the additional resources required to perform the necessary maintenance and 2) so staff will have a clear understanding of what work they are responsible for. One way to address this issue is to work with DelDOT on developing a master agreement that would meet the intent of the original agreements yet streamline the presentation. DelDOT would like to work with staff in developing a master agreement once they completed the same with Middletown. It is requested that the City Council and City Manager’s Office support the effort of staff to clarify the roadway maintenance responsibilities that the City has already agreed to and determine additional resources that will be required to perform the expected maintenance within State rights-of-way. While this will take some time to work with DelDOT on this matter, and develop a master agreement, it will be worth the effort in the long run.

MEMORANDUM Department of Public Works P.O. Box 475 Dover, Delaware 19903 Phone: (302) 736-7025 Fax: (302) 736-7092 E-mail: sduca@dover.de.us TO: City Council Randy Robertson, City Manager Matthew Harline, Assistant City Manager FROM: Sharon Duca, Public Works Director DATE: May 1, 2021 SUBJECT: Street, Concrete and Alley Program Information Sheet BACKGROUND The City of Dover is responsible for the rehabilitation of 115 miles of City streets and alleys. This work includes rehabilitation of pavement, curb, sidewalks and some stormwater infrastructure adjustments for each section of road addressed. It is required that each section be evaluated for ADA compliance as per the ADA Transition Plan and that any associated repairs or replacement be made which will address tripping hazards. The current program addresses approximately 1 – 1.5 miles of City streets and alleys per year, or 1.1% of the total system, at a cost of approximately $1.1 million per year out of the general fund. This funding is typically supplemented by Community Transportation Funds (CTF) made possible by our State legislators. For FY 2021, the City program addresses 1.3 miles of road at a value of $936,000 while the CTF program addresses 0.74 miles of road at a value of $604,000. The addition of CTF allows for an additional 0.6% of the system to be addressed each year for nearly 2% of the system to be addressed annually. The useful life of a street rehabilitation project is approximately twenty to twenty-five (20-25) years. In order to address City streets within these life cycle parameters, it would be necessary to rehabilitate 4.6 miles of road annually or 4% of the total system per year. This would increase the annualized cost to $2.88 million per year. It should also be noted that numerous concerns about the condition of sidewalks have been received citywide. These sidewalk issues arise due to use, weather, tree growth and ground settling. There are 98 miles of City streets with sidewalk as well as sidewalk within the State’s rights-of-way (up to 81 miles) that are to be maintained by the City. Currently, sidewalks are addressed through the annual Street Program (as noted above) and on a smaller scale by the DPW Streets Division. There are currently more sidewalks in need of repair than can be addressed utilizing the current methodologies. It is proposed to modify future Street Program scopes to address more concrete (sidewalk) concerns and reduce asphalt work unless additional funding can be secured. We will also continue looking into CT funding annually to supplement the City’s program. It is requested that the City Council and City Manager’s Office support the effort of staff to address roadway rehabilitation efforts including an increased focus on concrete within the right-of-way. While this will take some time at current funding levels, staff will continue to strive to address concerns to the maximum extent practicable.

MEMORANDUM Department of Public Works P.O. Box 475 Dover, Delaware 19903 Phone: (302) 736-7025 Fax: (302) 736-7092 E-mail: sduca@dover.de.us TO: City Council Randy Robertson, City Manager Matthew Harline, Assistant City Manager FROM: Sharon Duca, Public Works Director DATE: May 1, 2021 SUBJECT: North Bradford Street Rehabilitation Project Information Street BACKGROUND On February 10, 2020, City of Dover City Council awarded the FY 2020 Street and Alley Repaving Program to George & Lynch, Inc. This work consists of replacing cracked and damaged curbs, sidewalks and drainage inlets as well as milling off the existing asphalt surface and replacing it with new asphalt. The final phase of this program consists of over half a mile of North Bradford Street from Walker Road to just south of Mary Street, adjacent to Wesley College. As part of the Street and Alley Repaving Program, trees are identified that must be removed to facilitate the street rehabilitation. Tree removal is necessary when manipulation of the root structure during the concrete and asphalt rehabilitation process will damage the tree. In the past, only a few trees have been identified for removal for street rehabilitation projects and can be removed in-house by the Grounds Division of the Parks & Recreation Department. On North Bradford Street, however, seventy-five (75) trees have been identified as requiring removal based upon a field review by a third-party certified arborist (Strobert, 3/16/21). This number exceeds the number of trees that can effectively be addressed in-house. The costs to remove these trees were not originally budgeted for and has resulted in a delay of the project. COST ESTIMATES AND BUDGET The budget for the FY 2020 Street and Alley Repaving Program was $1,037,900 of which $548,957.16 remains available for North Bradford Street. The bid from George & Lynch consisted of $317,289.50 for concrete and $182,140.00 for asphalt for a total of $499,429.50. A savings of $49,527.66 was realized during the prior phases of the FY 2020 Program. As costs to remove the trees was not previously budgeted for, a cost estimate for $103,354.86, for the removal of an originally identified sixty-nine (69) trees, was received (Asplundh, 6/8/20). Due to the cost of the project, a Request for Quotes was put out for the tree removal. The only quote received was for $290,000 (W.H. Environmental, 10/14/20). It was felt that only one bid was received, and that the cost was nearly three (3) times as much as originally received, because tree companies were backlogged on work due to Isaias that had hit the State in August. The tree removal project is currently out for bid. Funding for the tree removal could be made available through approximately $250,000 in savings in the Operations Yard Relocation and Improvements Project (ST2007).

North Bradford Street Rehabilitation Project Information Sheet May 1, 2021 Page 2 of 3 OPTIONS The following options are available to proceed with the North Bradford Street Rehabilitation Project: LEAVE IN PLACE Details Timing Cost - repave only / no concrete work Meeting: May $182,140.00 (within budget) - avoid tree roots overlapping curb Construction: May - will not be in compliance with ADA requirements - sub-standard WORK AROUND Details Timing Cost* - create islands around trees / reduce parking Meeting: May 25% = $259,475 - install sidewalk around tree (private property Layout: May - June est. $758.904.50 (over issue, easements may be required) Construction: July - Sep budget by $209,947.34) - revised estimate for 75 bump outs and sidewalk adjustments required (contractor interested) - grading in parking areas to avoid drainage issues - arborist recommends no disturbance within tree canopy - modified standard / possibly temporary * The City reserves the right to add or delete work from the Scope of Work up to 25% of the estimated bid quantities with no change in the unit price bid. Any changes to the unit prices will be negotiated prior to commencement of work above or below the aforementioned 25%. ALTERED SEQUENCE Details Timing Cost - 1: trim back roots from curb (Grounds Division) Meeting: May tree est. = $250,000 (over - 2: replace curb / repave street Phase 1: May budget) - 3: remove trees (contractor) Phase 2: June Road est. = $549,372.45 - 4: replace sidewalk Phase 3: July (over budget – 10% increase due to altered sequence) - Certified arborist does not recommend Phase 4: August (structurally unstable, liability issue) TYPICAL SEQUENCE Details Timing Cost - 1: remove trees Meeting: 1st week May tree est. = $250,000 (over - 2: replace curb / sidewalk Phase 1: July budget) - 3: repave street Phase 2: August road = $499.429.50 (within - standard Phase 3: September budget)

North Bradford Street Rehabilitation Project Information Sheet May 1, 2021 Page 3 of 3 RECOMMENDATION Of the options presented, the Leave In Place option is not recommended, even though it could most likely occur in May, because it is a sub-standard methodology, would not be in compliance with the ADA Transition Plan and would only defer the overall problem temporarily. The Altered Sequence option is also not recommended, even though it could start in May, because it could leave some of the trees structurally unstable which is a risk to life and property, and it is not recommended by the certified arborist. The Work Around option will allow the trees to remain but is also not recommended. Layout and costing work would start in May with construction following in July. The primary concern of this option is that the Certified Arborist does not recommend any disturbance under the canopy / dripline. This can result in very large islands around the trees causing a reduction in, and in some places the elimination of, on-street parking. Grading in any remaining parking areas would need to be carefully done by hand to avoid drainage issues. Also, there is a likelihood that sidewalk will need to be placed on private property, which will reduce front yards for a number of properties, as the sidewalk needs to be far enough away from the trees to avoid a repeat of the situation in the near future. The Typical Sequence option is recommended although it will start work on tree removal in July and complete the project in approximately September. The key concern of this option is that seventy-five (75) mature trees would be removed. While this may not be aesthetically pleasing, this option will ensure that tripping hazards are removed, the project area will become ADA compliant, that on-street parking remains available and the resident’s properties remain private.

Stormwater Utility Dover City Council Goals and Vision Session May 1 2021 Slide 1

Why Is the City Considering a Stormwater Utility? ➢ Address increasing NPDES compliance costs ➢ City needs a compliance-based utility as future permitting requirements will strain current budgets ➢ Provide resources for under-funded programs ➢ Downtown development / watershed-level evaluations ➢ Comprehensive O&M program / proactive approach ➢ Decrease reliance on General Fund appropriations ➢ No longer adequate to support programs ➢ Eliminate competition with dissimilar services ➢ Equitable approach fairer to all Slide 2

Stormwater Utility Rates ➢ Primary Foundation ➢ Direct correlation exists between imperviousness and impact ➢ Must Be Equitable ➢ Property owners’ fee proportional to impact on system ➢ Not Administratively Burdensome ➢ Use tiers for single-family lots (80% of total parcels) ➢ Use square footage for all others (83% of total impervious area) = 40 ERUs = 1 ERU (less credit) (Equivalent Runoff Unit) 2,200 square feet in Dover Commercial Residential Slide 3

Existing Property Characteristics Single-family Lots ➢ Tier 1 ➢ RG-1, RG-2, RG-3, and RM-1 zoning districts ➢ Average imperviousness = 2,164 square feet ➢ Rounded to 2,200 square feet = 1.0 ERU ➢ Tier 2 ➢ RM-2, R-7, and R-8 zoning districts ➢ Average imperviousness = 3,060 square feet or 1.4 ERUs ➢ Tier 3 ➢ R-10, R-15, and R-20 zoning districts ➢ Average imperviousness = 4,850 square feet or 2.2 ERUs Slide 4

Existing Property Characteristics All Lots ➢ Commercial 36,385,000 ft2 or 25% ➢ Dover Air Force Base 34,611,000 ft2 or 23% ➢ Office / Institutional 23,855,000 ft2 or 16% ➢ Single-family Residential lots 23,844,000 ft2 or 16% ➢ Industrial / Manufacturing 13,971,000 ft2 or 9% ➢ Multi-family and other R Districts 10,783,000 ft2 or 7% ➢ Mobile Home Parks 2,803,000 ft2 or 2% ➢ Agricultural / Open Space 2,204,000 ft2 or 2% Slide 5

Levels of Service ➢ Operating Expenses ➢ DPW Stormwater Division personnel expenses, materials & supplies and administrative expenses ➢ $923,100 in FY 2021 ➢ Operating Expenses + Vehicles ➢ Vehicles add $650,200 in FY 2021 ➢ Operating Expenses + Vehicles + Capital Projects ➢ CIPs add $1,046,000 in FY 2021 ➢ All levels compliant with current environmental regulations Slide 6

Existing Level of Service 2019 - 2020 INFRASTRUCTURE Total ACTIVITY QTY % Inspected 3.90mi 2.63 Stormwater Pipe 148 mi Cleaned 1.50 mi 1.01 Repaired 80 0.86 Stormwater Structures 9200 Cleaned 240 2.60 Stormwater Outfalls 202 Inspected 33 16.33 Stormwater Open 23 mi Cleaned 2.24 mi 9.73 Channels Stormwater 22 Maintained 9 40.90 Management Facilities Slide 7

Levels of Service “Compliance” Services PERMIT REQUIREMENTS EXISTING COMPLIANCE 2021 - 2026 City-wide Storm System Asset Not required Required (catch basin cleaning within 30- Management and Inspection days if debris is recorded) Public Outreach Website, Flyers Pre- and Post-Surveys and education campaign; website enhancements Employee Training 1 Training/Year Multiple training sessions; specialized training based on job class; enhanced record keeping Wet Weather Monitoring 2 Industrial Sites (semi- same annual) Stormwater Management Not required New for 2021 - 2026 Performance Monitoring Plan Outfall Monitoring 5% 20% Construction of Stormwater Not required Required reduce pollutants (nitrogen, Management Facilities to address phosphorus, bacteria) per permit pollutants Slide 8

Preliminary Rates and Credits ➢ Operational Expenses $1.75 / ERU / month ➢ Operational + Vehicles $2.90 / ERU / month ➢ Operational + Vehicles + CIP $4.75 / ERU / month ➢ Paying into HOA with SWM Facility 25% Credit* ➢ On-site SWM Facility (Non-residential) 25% Credit* *Max credit (10% for stormwater quantity and 15% for stormwater quality) ➢ Exemptions None other than Dover AFB ➢ Impervious cover cap 1,000,000 sq. ft. assumed Slide 9

Fee Examples Single-Family Residential Lot Tier 1 ERU factor 1.0 ERU base rate $1.75 / month ERU tier rate $1.75 / month Credit 1 $0.44 / month* Final fee $1.31 / month $2.18 / month $3.56 / month * If paying into HOA with SWM basin Slide 10

Fee Examples Single Family Residential Lot Tier 2 ERU factor 1.4 ERU base rate $1.75 / month ERU tier rate $2.45 / month Credit 1 $0.62 / month* Final fee $1.83 / month $3.04 / month $4.99 / month * If paying into HOA with SWM basin Slide 11

Fee Examples Single Family Residential Lot Tier 3 ERU factor 2.2 ERU base rate $1.75 / month ERU tier rate $3.85 / month Credit 1 $0.96 / month Final fee $2.89 / month $4.79 / month $7.84 / month * If paying into HOA with SWM basin Slide 12

Fee Examples Commercial Imp. area 6,668,869 ft2 * Capped imp area 2,000,000 ft2 * ERU size 2,200 ft2 ERUs 909 ERU rate $1.75 / month Subtotal $1,590.75 / month Credit 2 $397.69 / month** Final fee $1,193.06 / month $1,977.08 / month $3,238.31 / month * Two parcels ** Maintaining SWM basin Slide 13

Fee Examples Office/Institutional Imp. area 103,942 ft2 ERU size 2,200 ft2 ERUs 47 ERU rate $1.75 / month Subtotal $82.25 / month Final fee $82.25 / month $136.30 / month $223.25 / month Slide 14

Fee Examples Office/Institutional Imp. area 722,972 ft2 ERU size 2,200 ft2 ERUs 329 ERU rate $1.75 / month Subtotal $575.75 / month Credit 2 $143.94 / month* Final fee $431.81 / month $715.58 / month $1,172.06 / month * Maintaining SWM basin Slide 15

Fee Examples Office/Institutional Imp. area 116,525 ft2 ERU size 2,200 ft2 ERUs 53 ERU rate $1.75 / month Subtotal $92.75 / month Final fee $92.75 / month $153.70 / month $251.75 / month Slide 16

Fee Examples Industrial/Manufacturing Imp. area 1,267,590 ft2 Capped imp area 1,000,000 ft2 ERU size 2,200 ft2 ERUs 455 ERU rate $1.75 / month Subtotal $796.25 / month Credit 2 $199.06 / month* Final fee $597.19 / month $989.63 / month $1,620.94 / month * Maintaining SWM basin Slide 17

DOVER CITY COUNIL GOALS AND VISION SESSION 01 MAY 2021 SUBJECT: Department of Water & Wastewater Goals AUTHOR: Jason A. Lyon, P.E., Director of Water & Wastewater BACKGROUND / DISCUSSION: The Department of Water & Wastewater has six (6) areas that we would like to improve upon to benefit the citizens and customers of the City of Dover: • Decrease Brown Water Issues: Currently, the City of Dover is replacing approximately 1.0 miles of water main per fiscal year. This current rate of replacing the old, undersized, cast iron pipe main with new proper sized cement lined ductile iron pipe has not eliminated the problem in the speed that is requested by citizens. • Reduce Inflow / Infiltration: The City is charging customers a volume rate to cover the increased costs of sending ground water / rain water to Kent County for treatment. For the first half of fiscal year 2021, the City has unnecessarily spent $700,000 to treat water. • Regulatory Compliance: The City is subject to various forms of regulation, it is paramount that we comply with said regulations to avoid potential fines. Cross Connection Control Program is required to be in place by 2024, Lead and Copper Rule is on the horizon. Additionally, the State may require field staff to all become licensed operators. • Digital Education Library: Educating the public on the activities of our staff will provide a level of empathy and understanding from the public. This will also be used as a video training library for staff. • GIS Integration: The City has a robust GIS system; our Department would like to utilize it to its fullest potential. Having a centralized location to see permits / videos / work orders / infrastructure will streamline CIP and operational projects for the staff. • Orangeburg Lateral Replacement Program: In the mid-20th century, contractors would utilize a material called orangeburg for sanitary sewer laterals to properties, this was due a raw material shortage of proper material. This material has been showing a tendency to fail recently. Proactively replacing these laterals with proper materials will decrease emergency repairs and potential sewer backups to customers. RECOMMENDATIONS: • Decrease Brown Water Issues: Increase funding to this program. This could be accomplished by researching potential grants / loans or other mechanisms. A fee structure was recently revised for the costs to customers, revising the user fees is not preferred. • Reduce Inflow / Infiltration: Continue same path, finalize the evaluation study by the end of fiscal year 2022. Depending on findings, future CIP costs may need to be increased. • Regulatory Compliance: The City requests support from Council on drafting ordinances and necessary funding for any unfunded mandate coming from the State of Federal level. • Digital Education Library: The Department requests support from the Council and potentially some promotion of our product. • GIS Integration: Informational topic only, no action needed from Council. • Orangeburg Lateral Replacement Program: The Department would request an additional CIP program to tackle this project. Staff could explore alternative funding sources / loans to cover the costs.

DEPARTMENT OF WATER & WASTEWATER CITY COUNCIL GOALS & VISION MEETING 01 MAY 2021 Mission Statement: It shall be the mission of the Water and Wastewater Facilities to provide services that are an integral part of our community and citizens’ everyday lives including, Water Management, Wastewater Management, Water Treatment & Production, Engineering and Inspections. The goal is to provide quality and effective services upon which the health, safety, and comfort of this community greatly depends.

DEPARTMENT OF WATER & WASTEWATER CITY COUNCIL GOALS & VISION MEETING 01 MAY 2021 DEPARTMENT GOALS: • Decrease brown water issues in the City • Reduce Inflow & Infiltration • Regulatory Compliance • Digital Education Library • GIS Integration • Orangeburg Lateral Replacement Program

DEPARTMENT OF WATER & WASTEWATER CITY COUNCIL GOALS & VISION MEETING 01 MAY 2021 DEPARTMENT GOALS-BACKGROUND: • Decrease brown water issues in the City • Consumer confidence is low / poor public relations • Potential reimbursement costs / insurance claims • Reduce Inflow & Infiltration • Additional costs to Kent County for treatment • Ground Water Inflow Adjustment costs passed on to customers • Structural Integrity • Regulatory Compliance • Cross Connection Control Program • Lead and Copper Rule • Licensed Water / Wastewater Operator • Digital Education Library • Provide customers a look into operations • Create a video library to train staff • GIS Integration • One location to find information on repairs / work orders / etc • Orangeburg Lateral Replacement Program • Causing backups for customers

DEPARTMENT OF WATER & WASTEWATER CITY COUNCIL GOALS & VISION MEETING 01 MAY 2021 DEPARTMENT GOALS-RECOMMENDATIONS: • Decrease brown water issues in the City • Work with Finance Department / other funding sources to double the budget for Water Quality Improvement • Reduce Inflow & Infiltration • Continue with current plan, depending on results of study, increase future CIP budget • Regulatory Compliance • Cooperation with Council to pass necessary ordinances, increase operation budget for potential licensure requirements. • Digital Education Library • Support from Council, potentially promote to constituents • GIS Integration • Support from Council • Orangeburg Lateral Replacement Program • Potential CIP increase for this program, work with Finance Department / other funding sources to supplement request

DEPARTMENT OF WATER & WASTEWATER CITY COUNCIL GOALS & VISION MEETING 01 MAY 2021 FROM THIS: TO THIS:

INITIATIVES OF THE DOVER POLICE DEPARTMENT. The following initiatives have been the focus of the DPD in 2020. The progress on these priorities are pulled from a press release [shown below] issued in early December, 2020. The release also provides a preview of some 2021 priorities. Press Packet Notes:  Standards that are either continuing or recently incorporated into the Policy manual: 1. Chokeholds are forbidden unless used a last resort to save a life. 2. When time permits, De-Escalation is the primary strategy for intense or escalating situations. 3. When time permits, warnings will be issued before shooting at a threat or a suspect. 4. When time permits, all available “less lethal” options will be attempted prior to lethal force. 5. Dover Police Officers are required to intervene in, and report, any law enforcement force violations. 6. Shooting at moving vehicles is forbidden unless the following is true and no other option exists- a. The operator is directing the vehicle as a deadly weapon toward an individual. b. Any occupant of the suspect vehicle are shooting at other individuals. c. The Officer can discharge their duty weapon without substantial risk to innocent persons. 7. Use of Force events are reviewed by every level of the command structure up to the Deputy Chief. 8. Use of Force events will be completely documented (witness & digital) and investigated. 9. The Office of Professional Standards will monitor force events through reports and technology. 10. Identifiable information of Juveniles will not be published absent a significant public safety concern.  A Police Chief’s Advisory Committee was established in September and has met regularly to support the development of Dover Community Policing programs and enhance stakeholder relationships. This diverse panel is currently examining the challenge of communicating to young people, through digital means, a message that rejects drugs, guns and violence.  After examining the issue of “in-custody” deaths, it became clear that more training in anatomy and physiology was needed for law enforcement who routinely must use force to overcome resistance. The Dover Police Department has obtained a commitment from a nationally-known medical expert to train the entire agency on how a resistor can become rapidly medically compromised while being restrained or taken into custody. This training is tentatively scheduled for the last week in May, 2021 when it is hoped that COVID conditions will allow Dr. Gary M. Vilke to travel to Delaware.  In addition to specialized Use of Force Training, the DPD Planning and Training Unit is adding a class on equity to our annual in-service training program. This is keeping with our commitment to give special attention to Justice, Equity, De-Escalation, and Use of Force in our recurring programs.  The Office of Professional Standards has been completely established and now consolidates the Policy, Planning, Training, and Internal Affairs functions of the organization within one Division. This shift in structure allows for an immediate assessment of our service delivery and much faster corrective action when it is needed.

 To support the Internal Affairs function, the Dover Police has deployed new software to improve analysis of Officer behaviors. IA Pro will bring much improved capacity in the areas of monitoring performance metrics and early warning indicators. It is part of a larger effort to capture useful data that will inform decisions on training programs, ensure that discipline is fair and effective, identify potential liability challenges, and promote an equitable employee evaluation system.  Body Worn Cameras remain a priority for the Dover Police Department. Select Officers are currently conducting a pilot study of an updated version of previously examined technology. Also, supervisors are meeting with all other major competitors in the marketplace to ensure we identify the most suitable product for Dover that has the best return on investment. Working in conjunction with elected officials, we continue to make strides toward full implementation of this technology to add strength to our case presentations and bring increased transparency to the organization.  We continue to value the idea of having an agency that represents the community it serves. To that end, we have recruited and are currently training eight (8) new Police Officers. They are a diverse and talented group that make up the core enrollment of our new Dover Municipal Police Academy. Dover has not conducted a formal Academy in more than a quarter century. COVID conditions have added a new training challenge to Delaware Policing and the Office of Professional Standards responded in a strong fashion to bridge the “space gap” created by the need for social distancing. The Academy’s staff and certified instructors have also created a custom curriculum that combines the well-developed Delaware State Standards for basic training and the Dover values of Community Policing.  With the support of Dover City Council, primary Community Policing staffing will be doubled in 2021 with the recent approval of a grant that will help deliver five (5) new Officers to the agency. The expanded authorized strength begins in April and will allow the Community Policing Unit (CPU) to deliver many more programs to support the prevention of crime and the relationships with our citizens. While our young people will be a priority, efforts will be aimed toward our seniors and “quality of life” challenges as well.  Directly connected to the expansion of the Community Policing Unit is the effort to bring a social services component to our field operations. In collaboration with State and Regional partners, the Dover Police is working on a program model that will provide alternatives to prosecution of individuals experiencing challenges related to substance abuse, behavioral health, and/or homelessness. Several options have been identified and the deployment of a social services provider is anticipated in 2021. This credentialed professional will engage in prevention, response, and follow-up activities to support this “at-risk” community.

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: The addition of professional social services providers to enhance the outcomes of routine contacts between police officers and persons with challenges related to substance abuse, behavioral health, developmental delay and/or a combination of factors. AUTHOR: Chief Thomas Johnson, Dover PD BACKGROUND/DISCUSSION: This issue has received national attention due to widely publicized incidents that had tragic outcomes. While perfection might be hard to achieve, there is certainly room for improvement regarding the current condition(s) and the resources that might be deployed to improve those conditions. Council has asked Dover PD to find the right steps forward and we believe that we are getting close to a workable and sustainable plan. RECOMMENDATION: Council authorize the Chief of Police [or his designee] to work with the Delaware Criminal Justice Council (CJC), and other strategic partners, to craft and execute a professional services contract that would bring licensed clinical providers to the Dover PD to work directly with at-risk individuals in the City. Dover has been identified as a priority by the CJC and grant dollars have been set aside to fully fund a properly developed program. This funding will not require a match and includes clinical staff, Police overtime, equipment and oversight. The providers would work in concert with the Community Policing Unit on prevention, response, and follow-up care to the limits of time, regulations and the law.

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: The professional development of supervisory Officers. AUTHOR: Chief Thomas Johnson, Dover PD BACKGROUND/DISCUSSION: This issue had been identified by the Executive during 1st year analysis and validated through a multitude of interviews with existing supervisors. In short, a chronological series of inter-related mechanisms contribute to an evaluation and promotion system that does not completely recognize the best and brightest among the ranks. Certain informative data sets are not identified nor collected. The evaluation system relies on several outdated metrics and is prone to rater error. The promotion process for Master Corporal and Sergeant does not scan for Management, Supervision or Leadership skills to any significant degree. RECOMMENDATION: This Author has already begun the process of locating and mining the data needed to make better organizational decisions and evaluate staff. Pending steps include a revision to the evaluation system based on the new metrics, a revision to the system of promotion at the level of competitive ranks, and academically valid leadership/management training that begins at the rank of Corporal and extends to the rank of Captain. This Author respectfully requests that Council maintain the training budget at current levels so that supervisors in each rank are properly prepared to oversee employees to the standards associated with their responsibilities. Additionally, it is requested that Council endorse, and if necessary provide funding, to support the competitive testing model jointly developed by the Chief’s Office and the FOP, to include a new validated written test.

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: The Dover Municipal Police Academy AUTHOR: Chief Thomas Johnson, Dover PD BACKGROUND/DISCUSSION: The Academy was re-born in the middle of the same pandemic that created the urgent need for it. Dover is one of the few Delaware police agencies with the authority in state statute to run a basic police training academy. The first two sessions of the re-imagined academy were financially feasible due to the number of Dover PD recruits in need of training and variables that drove other agencies to send their recruits to us. Going forward, the landscape will be much different and will require strategic partners to ensure that the benefits of a municipally-oriented academy do not come at an unreasonable cost to the City of Dover. RECOMMENDATION: This Author has already begun the process of locating those needed strategic partners and opening up dialogue to explore the potential success of a collaboration project. It is the hope of the Dover Police Leadership Team that Council will recognize the benefits a Municipal Academy, rooted in Community Policing concepts, will have on the whole organization. In addition to the practical advantages of training our own recruits in our own image, the intangibles lead to an improved internal culture; one typically associated with agencies that also set their industry standards. The final details of any proposed continuation of the Academy would, of course, be brought before Council for review. At the current time, we would ask for your philosophical endorsement pending the discovery of a practical path forward that respects all interests.

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: The Expansion of Outdoor Camera locations in Dover AUTHOR: Chief Thomas Johnson, Dover PD BACKGROUND/DISCUSSION: The existing outdoor video camera infrastructure has proven itself many times over since the original roll- out many years ago. The cameras are monitored by multiple units within the Dover PD. They are a direct contributor to the distinctive crime clearance rate currently enjoyed by the agency. The cameras offer utility in both real- time event monitoring and post-incident review. It is my position that this proven success has provided justification for the expansion of a constitutionally-sound camera program across a larger footprint within the City. As part of a larger program that relies on the power of technology to improve public safety, crime can be deterred or addressed more effectively with an expanded system. It also has the potential to reduce the future rate of expansion to the authorized sworn strength of the department. RECOMMENDATION: Within a 2 to 3 year window for planning and identification of resources, this author requests that the Council consider the following steps. 1) To the degree possible, the installation of a “state of the art” expansion to the existing camera system to areas of the city identified through stakeholder collaboration. 2) To better harness the effectiveness of real-time monitoring, plan for the future addition of two 911 shift supervisors. These “peak-volume” positions would install supervisory oversight during critical times and the extra person needed to monitor cameras during active incidents so the intelligence can inform operations.

DOVER CITY COUNCIL GOALS AND VISION SESSION 1 MAY 2021 SUBJECT: Addition of one (1) Records Clerk to that Non-sworn Unit. AUTHOR: Chief Thomas Johnson, Dover PD BACKGROUND/DISCUSSION: The records unit lost a clerks position several years ago when the department was attempting to address another mission critical need. At roughly the same time, related to resolving a labor issue, a unit-wide position reclassification was done that ultimately created a position that has proved ill-suited to address the existing workload. The current Clerk 1 is limited, for the most part, to answering phones, taking payments and document scanning. She cannot be trained to cover Clerk 2 responsibilities. As the years have progressed, what was once a team of six (6) fully capable police clerks has essentially become four and a half (4.5). The supervisor reports a daily environment that is totally reactive, pre-disposed to backlogs and delays, and significantly limited in its capacity to follow up on outstanding fines related to ordinance enforcements. RECOMMENDATION: Within a 2 to 3 year window for planning and identification of resources, this author requests that the Council consider the following steps. 1) Restore the Unit from five (5) clerks to six (6) as was the model through 2014. 2) To allow the Supervisor to return to a proactive footing, reclassify all positions to the same title and grade. This will allow for cross-training, more detailed follow- up to open accounts, and the elimination of an expanding backlog that opens the door to higher rates of error or omission.

Organizational Chart for the City of Dover Police Department ROBIN R. CHRISTIANSEN THOMAS A. JOHNSON, JR. REBECCA McNAMARA Mayor Of Dover Chief of Police Executive Assistant DAVID SPICER Deputy Chief of Police CAPT. RANDY ROBBINS CAPT. KEVIN KOBER CAPT. CHRIS HERMANCE Operations Professional Standards Administration LT. PAUL KUNTZI LT. JORDAN MILLER LT. AARON DICKINSON LT. ROBERT ROSWELL MRS. ROBIN ADKINS MR. CHRIS MENGE Special Patrol Investigations Internal Affairs Resource Manager Technology Manager SGT. CHRIS PEER PATROL UNITS = 4 SGT. KEVIN STREADWICK SGT. DEREK LAWSON MR. MATTHEW CAREY MRS. JESSICA HAND Community Policing Sergeants Detectives Planning and Training Dispatch Manager Records Manager SRO-MOTORS-PARKING SGT. MARK HOFFMAN SGT. PETE MARTINEK MR. ROBERT SCOTT CADETS-PAL-ANIMAL Master Corporals Public Information Drugs-Vice-Organized Crime Crime/Policy Analysis

RECENTLY COMPLETED ACTIVITY Command Level Reorganization – Both Structure & Attrition Operation Rise & Shyne – Task Force Operation with Regional Partners Roll out of software systems to support the Internal Affairs Function Establishment of the Police Chief’s Advisory Committee Recruitment of a resource Psychologist to support Staff & Operations Selection of the five (5) Officers supported by the COPS Grant program

“WORK IN PROGRESS” ACTIVITY Body Worn Cameras – Plan Approved & Execution Pending Social Service Clinicians – Research Complete & Release of Funds Pending Policy Updates – Review & Revision with Code of Conduct Pending Police Chief’s Advisory Sub-Committee – Dover High School Students Return to Authorized Strength – Academy Session & Lateral Transfer Strategic Planning – 5-year framework of Goals-Objectives-Action Items

UPCOMING ACTIVITY Dr. Gary Vilke – Special Statewide Police Training in Dover Community Policing Unit – Expansion from 5 to 10 Officers Major transfers – Reorganization of Personnel & Assignments Measuring Productivity – Improved method mid-year assessment Evaluations & Advancement – Assessment and Overhaul of the process Partnerships & Collaboration – PAL-Police Academy-Explorers-Economics

My Goal and Vision for the Dover Police Department Community Policing will be an agency- wide philosophy that is effectively installed into the agency culture. We will retain our best traditions, and embrace appropriate change, to evolve into an example of 21st Century Policing that other agencies seek to model. We will institutionalize the concept of “Respect” to the existing mission of “Serve” and “Protect”.