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ANNUALOPERATING

BUDGET

FORFISCALYEAR

JULY1,2009JUNE30,2010

CommunityExcellenceThroughQualityService

Publishedby:TheCityManagersOffice

TeresaA.Tieman,SeniorCityAdministrator

TheGovernmentFinanceOfficersAssociationoftheUnitedStates (GFOA)presentedaDistinguishedBudgetPresentationAward to theCityofDover,Delaware for itsannualbudget for theFiscalYearbeginning July, 2008. In order to receive this award, a governmental unitmust publish a budgetdocument thatmeetsprogram criteria as apolicydocument, as anoperations guide, as a financialplan,andasacommunicationdevice.Theawardisvalidforaperiodofoneyearonly.Webelieveourcurrentbudgetcontinuestoconformtoprogram requirements, andweare submitting it toGFOA todetermine itseligibility for anotheraward.

Table of Contents City of Dover

2010AnnualOperatingBudget i

TABLEOFCONTENTS

INTRODUCTIONPageCityManagersLetter..................................................................1HowtoUseThisBudget...............................................................8ElectedOfficials.........................................................................13AppointedOfficials....................................................................14ContactInformation..................................................................19PhoneNumbers.........................................................................22CityOrganizationChart..............................................................23OperationalStructure................................................................24PermanentPersonnel................................................................26DoverProfile..............................................................................27CityGovernment........................................................................28MajorIndustries........................................................................31EconomicGrowthandFutureDevelopment.............................33SchoolDistricts..........................................................................35MoreontheDoverArea............................................................36Maps..........................................................................................37STRATEGICINITIATIVESVision........................................................................................41Mission......................................................................................41CriticalSuccessFactors..............................................................42StrategicObjectivesbyDepartment..........................................43BUDGETSUMMARYBudgetProcess..........................................................................51AmendingtheBudget................................................................52IntegratedCalendar...................................................................53BudgetCalendar........................................................................55CIPCalendar...............................................................................56StrategicPlanningCalendar.......................................................56PerformanceReviewCalendar..................................................57FinancialPolicies........................................................................58BudgetProcedures....................................................................63BudgetPolicyGuidelines...........................................................64CapitalInvestmentsPlanandBudget........................................64ExplanationofFunds.................................................................65BudgetaryBasisofAccounting..................................................67CombinedStatementSummaries AllGovernmentalFundTypes..............................................68 AllProprietaryFundTypes...................................................69 AllFundSummaryRevenues.............................................70 AllFundSummaryExpenditures........................................71FUNDSUMMARIESGeneralFund.............................................................................75ValueofCityServices.................................................................82GeneralFundCashReceiptSummary........................................83GeneralFundExpenseSummary...............................................84GovernmentalCapitalProjectsFund.........................................85GeneralCapitalAssetReplacementFund..................................87GeneralContingencyFund........................................................88DepartmentAllocations.............................................................89GeneralFundRevenues.............................................................91GeneralFundTrendData...........................................................93PropertyTaxRevenues..............................................................96PropertyAssessmentProject.....................................................97

PagePropertyTaxLevies....................................................................98AssessedandEstimatedActualValueofTaxableProperties.............................................................99PropertyTaxRatesAllDirectandOverlappingGovernments...................................................100PrincipalTaxPayers.................................................................102RatioofNetGeneralObligationBondedDebt........................103Water/WastewaterFund.........................................................104Water/WastewaterFundRevenueSummary..........................109Water/WastewaterFundExpenseSummary..........................110Water/WastewaterFundRevenues........................................111Water/WastewaterImprovement&ExtensionFund..............113Water/WastewaterCapitalAssetReserveFund.....................114Water/WastewaterContingencyFund....................................115ElectricFund............................................................................116ElectricFundRevenueSummary.............................................120ElectricFundExpenseSummary..............................................121ElectricFundRevenues............................................................122ElectricImprovement&ExtensionFund.................................123ElectricContingencyFund.......................................................124ElectricDepreciationReserveFund.........................................125FutureCapacityFund...............................................................126InsuranceStabilizationFund....................................................127ElectricRateStabilizationFund...............................................128PERSONNELINFORMATIONPayPlans...................................................................................131NewPositions...........................................................................132Reclassifications/UpgradesforNonBargainingPositions........132Reclassifications/RegradingforBargainingPositions..............132 CAPITALINVESTMENTSPLAN(CIP)CapitalInvestmentsPlan.........................................................135ImpactonOperatingBudget...................................................137CapitalInvestmentsPlan ImpactonOperatingBudgetfor20102014......................137 RevenueSourcesandFunds..............................................138 TotalCitySummary............................................................139 General..............................................................................141 PublicUtilities/WaterWastewater....................................171 PublicUtilities/Electric.......................................................206 VehicleReplacements........................................................246DEBTSERVICEDebtPolicy...............................................................................259DebtLimit................................................................................259LongTermObligationsasofJune30,2008.............................260ChangesinLongTermDebt.....................................................261DebtServiceRequirements.....................................................262ComputationofLegalDebtMargin.........................................263ComputationofDirectandOverlappingDebt.........................264RatioofAnnualDebtServiceExpenditures.............................265RevenueBondCoverage..........................................................266Water/WastewaterBondCoverage........................................267GENERALMayor......................................................................................271CityCouncil..............................................................................279CityManager...........................................................................285CentralServices.......................................................................293

TableofContents CityofDover

2010AnnualOperatingBudget ii

PageCityClerk..................................................................................301CustomerServices...................................................................307Finance....................................................................................317Fire...........................................................................................321HumanResources....................................................................327InformationTechnology..........................................................333Parks,Recreation,andLibrary.................................................339Police.......................................................................................351TaxAssessor.............................................................................361PUBLICSERVICESPlanningandCommunityEnhancement.................................369 CodeEnforcement...............................................................375 EconomicDevelopment.......................................................381 CommunityDevelopment....................................................387LifeSafety................................................................................391InspectionsandPermitting......................................................397Grounds...................................................................................401Sanitation.................................................................................405Streets......................................................................................413Administration.........................................................................419PUBLICUTILITIESWater/Wastewater...................................................................423Electric......................................................................................437OTHERFUNDSMunicipalStreetAidFund.......................................................455WorkersCompensationFund..................................................456CommunityTransportationImprovementFund......................457OPEB(PostRetirementBenefit)Reserve................................458Parkland/RecreationReserve..................................................459LibraryReserve........................................................................460LibraryGrants..........................................................................461APPENDIXMiscellaneousStatistics...........................................................465PopulationandHousingSummaryStatistics...........................467MajorEmployers.....................................................................468InvestmentPolicy....................................................................469GLOSSARYGlossaryofKeyTermsandConcepts.......................................483INDEX.......................................................................................495ACKNOWLEGEMENTS..............................................................499GRAPHS,TABLES,CHARTSCityOrganizationalChart...........................................................23OperationalStructure................................................................24PermanentPersonnel................................................................26Maps..........................................................................................37Calendars...................................................................................56CombinedStatementofRevenues,Expenditures,andChangesinFundBalance AllGovernmentalFundTypes..............................................68 AllProprietaryFundTypes...................................................69 AllFundSummaryRevenues.............................................70 AllFundSummaryExpenditures........................................71GeneralFundRevenueChart.....................................................76GeneralFundExpendituresChart..............................................79ProjectedCostperCapitabyFunction......................................81GeneralFundCashReceiptSummary........................................83GeneralFundExpenseSummary...............................................84GovernmentalCapitalProjectsFund.........................................85

Page

GeneralCapitalAssetReplacementFund..................................87GeneralContingencyFund........................................................88DepartmentAllocations.............................................................89GeneralFundRevenueandOtherFinancingTrendData.................................................................................91GeneralFundExpenditureandOtherUsesTrendData..............................................................................94PropertyTaxRevenues..............................................................96PropertyTaxLevies....................................................................98AssessedandEstimatedActualValueofTaxableProperties...............................................................99PropertyTaxRatesAllDirectandOverlappingGovernments......................................................100PrincipalTaxPayers.................................................................102RatioofNetGeneralObligationBondedDebt........................103Water/WastewaterRevenueCharts........................................105Water/WastewaterExpendituresCharts................................108AverageResidentialWaterBill................................................111Water/WastewaterFundRevenueSummary..........................109Water/WastewaterFundExpenseSummary..........................110Water/WastewaterImprovement&ExtensionFund..............113Water/WastewaterCapitalAssetReserveFund.....................114Water/WastewaterContingencyFund....................................115ElectricFundRevenueCharts..................................................116ElectricFundExpendituresCharts...........................................119ElectricFundRevenueSummary.............................................120ElectricFundExpenseSummary..............................................121ElectricImprovement&ExtensionFund.................................123ElectricContingencyFund.......................................................124ElectricDepreciationReserveFund.........................................125FutureCapacityFund...............................................................126InsuranceStabilizationFund....................................................127ElectricRateStabilizationFund...............................................128CIPImpactonOperatingBudget.............................................137CIPRevenueSourcesandFunds..............................................138CIPTotalCitySummary...........................................................139CIPTotalCitySummarywithVehicles.....................................140CIPGeneralFundExpenditures/Revenues..............................141CIPWater/WastewaterFundExpenditures/Revenues.................................................................................171CIPElectricFundExpenditures/Revenues...............................206CIPVehicleReplacements.......................................................246LongTermObligationsasofJune30,2008.............................260ChangesinLongTermDebt.....................................................261DebtServiceRequirements.....................................................262ComputationofLegalDebtMargin.........................................263ComputationofDirectandOverlappingDebt.........................264RatioofAnnualDebtServiceExpenditures.............................265RevenueBondCoverage..........................................................266Water/WastewaterBondCoverage........................................267Burglaries.................................................................................354Robberies.................................................................................354PropertyCrimes.......................................................................355ViolentCrimes.........................................................................355CrimeClearanceComparison..................................................356SanitationFeeHistoricalSchedule..........................................409TrashCollectionFees...............................................................409WaterandWastewaterRates..................................................429TypicalWater/SewerBill.........................................................430WastewaterFlowtoKentCounty............................................430

INTRODUCTION

CONTAINS THE FOLLOWING SUBSECTIONS:

CITY MANAGERS LETTER

HOW TO USE THIS BUDGET

CITY OFFICIALS

CONTACT INFORMATION

CITY ORGANIZATIONAL CHART

OPERATIONAL STRUCTURE

PERMANENT PERSONNEL

DOVER PROFILE

July13,2009HonorableMayorandMembersofCityCouncilCityofDoverDover,DE19901DearMayorandMembersofCityCouncil:IampresentingtheFiscalYear20092010CityofDoverFinalOperatingBudgetasapprovedbyCouncilonJuly13,2009.Thisbudget reflectsour firmcommitment toefficientlydeliverbasicmunicipal servicesand tomaintain thequalityof lifeofourcitizens inverytroublingeconomiccircumstances. It isfairtosaythatthishasbeenthemostdifficultbudgetinageneration.Ourmandateforpreparingthebudgetthisyearwastoavoidanyunnecessaryrateincreasesandemployeelayoffs.Thisbudgethasaccomplishedthatmandate.The budget estimates total operating expenditures of $157.1million citywide (excluding intrafund transfers andcurrentyearbalances)whichrepresentsadecreaseof$1millionor0.62percent.Ifthefigureswerenormalizedbyremoving the Library Project grants and the Police Pension grant, expenditureswould have decreased by $10.5millionor6.65percentwhen compared to last yearsbudget. The largestdriving factor in thedecreasedbudgetprogramistheeconomyresultinginadownturninrevenues.Whennormalized,theoperatingbudgetprogramhasdecreasedapproximately$2millionfromlastyear.

TOTALANNUALBUDGETPROGRAM

FiscalYear20082009

FiscalYear20092010

FiscalYear20092010BudgetNormalized

OperatingBudget $133,434,571 $132,031,072 $131,411,072 PercentChange 1.05% 1.52%CapitalInvestments $24,689,929 $25,107,453 $16,195,020 PercentChange 1.69% 34.41%

TotalFinancialProgram $158,124,500 $157,138,525 $147,606,092 PercentChange 0.62% 6.65%

Inorder tobalance thisbudget,drasticmeasureswere taken. All cityemployees (dispatchers inpolice, fireandelectricareexemptduetothe24/7natureoftheirwork)willbetaking12unpaidfurloughdays.Itisestimatedthatthismeasure saved approximately $866,000 citywide. The hiring freeze,whichwas put in place in spring 2009,continues. Alldepartmentswereheld toFiscalYear2009budget levels formaterials, suppliesandadministrativeexpenseswiththeexceptionofcomputerequipmentanditemsdeemedstrategicornecessary.CapitalinvestmentswerecurtailedasmuchaspossibleparticularlyintheGeneralFund.

MayorandMembersofCityCouncilJuly13,2009

Page2ThisyeartheCitywillnotfundtheOtherPostEmploymentBenefits(OPEB),aGovernmentalAccountingStandardsBoardrequirement,duetothecurrentdownturninrevenue.Thesemeasureswerenecessarytobalancethebudgetandtoavoidlayoffs.Inaddition to the reductionsalreadymentioned theCityaccomplished itsbudgetarygoalsby taking the followingsteps:

Deferring$1.8millionincapitalimprovements; DeferringfundingtotheGeneralFundCapitalAssetReserve($200,000); Nofundingofterminalleaveforretireesunlesstheirpositionwasdeemedmissioncritical; Deferringthreenewpositions($87,647); ReducingtheStreetandConcretePrograms($475,000); Specificoperatinglineitemswerefurtherreduced($121,229);and Deferringmostvehicularandequipmentpurchases.

Someof the reductionsmadearenotsustainableandeventually theprojectsorpositionswillneed tobe funded.NextyeartheCitywillbeinthepositionofhavingtoincreasefeesandtaxestomaintainexistingservicelevels.Iffeesarenotincreasedservicelevelsmayneedtobecut.Growthdemandsand thestagnate revenues in theGeneralFundcausedseriousdiscussions regarding increases infeesand taxesduring thebudgetprocess. Due to the currenteconomic conditions,Councildeclined to raiseanyGeneral Fund fees or taxes. However,water feeswere raised 10 percent to cover the cost of debt for capitalimprovementsafterananalysisshowedDoverhadsomeof the leastexpensivewater rates in the tristate region.WastewaterfeesandelectricrateswerenotincreasedforFiscalYear2010.Atransferof$3millionwasmadefromtheElectricRateStabilizationFundtocovertheincreasedcostofpurchasedpower.Asstatedpreviously,theCitywillcontinuethenewregionallibraryproject($8.9million),andmakeimprovementstotheelectric($5.6million)andwater($9.5million)infrastructure.AsrequiredbytheCityofDoverCodeandCharter,thetaxreassessmentbeganinFiscalYear2009andwillcontinueinFiscalYear2010costingapproximately$400,000.The IUEand IBEWbargainingunitsarebudgeted for3.5percentand4percent increases respectively,asper theircontracts.Allnonbargainingemployeesarebudgetedtoreceivea3.5percentincrease.Whennettedagainstthe12furloughdays,employeesintheIUEandnonbargainingunitswillexperiencea1.1percentreductioninpayandIBEWwillexperiencea0.6percentreductioninpay.NoincreaseisbudgetedforFOPatthistime,ascontractnegotiationsareongoing.GeneralFundThisyearworkonthenewregionallibraryprojectwillcontinuewithfundingintheamountof$8.9million.InFiscalYear2010 theprojectwillbe fundedbyaStateGrant ($4million), theLibraryReserveFund ($3million)and$1.9millionfromotherresources.Thearchitectural firmofHolzmanMosshasbeenselectedtodesigntheDoverPublicAnchorLibrary for$530,750.HolzmanMosswaschosenbecauseoftheirexperiencewithbuildingpubliclibraries.Thefirmhasbeeninvolvedwiththe planning and design ofmore than 6.5million square feet of library space. Their list of projects includes theColumbiaPublicLibrary,theClevelandPublicLibrary,TheUnitedStatesMilitaryAcademy,WestPoint,theJeffersonHall Library and Learning Center, and the Frisco City Hall and Public Library. This firm has developed a keenunderstandingof issuesthatmustbeaddressed intheprogramminganddesignof libraries. Theschematicdesignphaseof theprojectwascompleted inApril2009andBasedon the schematic, the sizeof thenew librarywillbe46,000squarefeet,andbeaLEEDCertifiedbuilding.


Page3HolzmanMoss isnowworkingontheDesignDevelopmentPlanphaseoftheproject.Thisphaseoftheprojectwillcost $548,958 and theArchitectural and EngineeringDesignwillbedeveloped. In June 2009, theDoverHistoricCommissionapproved theArchitecturalReviewCertificate for thenewLibrary. TheCityCouncilhasapproved thefirmofEDiStobetheconstructionmanagementfirmfortheproject.TheywillworkwithHolzmanMosstoinsurethedesignplansareconstructible,practicalandefficientfromthebuildersperspective.TheDover Library Foundation, Inc., anonprofit foundation,was created for thepurposeof raising funds for theLibrary. Council approved funding in the amount of $329,000 to conduct a fund raising campaign. The LibraryFoundationhiredHorizonPhilanthropicServicestoconductadditionalfundraisingtoraise$5.6millionforthenewproject. WesleyCollegehasdonatedofficespace forHorizonPhilanthropicServices touseduring the fundraisingcampaign.TheCitysannualcontributiontoRobbinsHoseisincludedinthisbudgetpertheMajorFireApparatusReplacementPlan. Thisplanensures loanpaymentsforequipmentandreplacementsaccordingtoaschedule,whichguaranteestheequipmentwillnotbeoutdatedandunserviceable. Theplan isbasedon replacingoneof theCompanys fiveenginesandonerescuevehicleeverythreeyears,whichplacestheaveragereplacementageofthefleetat18years.TheFiscalYear2010contributionincludespaymentsforcapitalequipmentintheamountof$229,880.TheStreetandAlleyProgramforFiscalYear2010willrehabilitateaportionoftheCitysstreetandalleynetworkatanestimatedcostof$1.3million. TheCityscontribution from theGeneralFund isbudgetedat$350,000with$1millioninfundingfromtheCommunityTransportationFund.Water/WastewaterFundIn the last fewyears theWaterandWastewaterutilitieshave struggledwith,waterqualityand inflow infiltrationissues. There is no one single solution for either of these issues. Addressing these concerns requires capitalimprovementstothesystems.TheCityplanstoborrowmoneyfromtheStateRevolvingLoanFundtocompletethemajorcapital improvementsplanned fortheWater/Wastewatersystem. Overthenext fiveyearstheCityplanstofundprojectsbyborrowing$16.6millionfromtheStateRevolvingLoanFundandbyissuing$7.8millioninbondsItisprojectedthatthedebtissuewillrequirearateincreaseforWaterof10percentinFiscalYear2010and8percentin Fiscal Year 2011. It is also projected that the debt issue will require a rate increase for Wastewater ofapproximately 10 percent in Fiscal Year 2011. Despite these projected increases Dovers rates forWater andWastewateraresomeofthelowestinDelmarva.Manyofthemajorwatercapitalprojectsplannedrelatetotheincreasedgrowthandexpansionofthewatersystem.InFebruary2008,CouncilapprovedtheimplementationofWaterImpactFeestocoverthecostofexpansionprojects.WaterImpactFeeshavebeenimplementedoverthreeyears,February20082010andthefeesforthoseyearsare$700,$1,400and$2,100respectively. AswiththeCitysWastewater ImpactFees,therevenuefromWater ImpactFeesareusedtopaydebtservicerelatedtoexpansionprojectsfirst,andthebalancenotneededistransferredtoareservewhere it isusedtopayforextensionsofwaterservice. TherevenuefromtheWater impactfeesforFiscalYear2010isexpectedtobe$280,000.WaterImprovingDoverswaterqualityisrecognizedbythePublicUtilitiesDepartmentasitshighestpriority.AlthoughtheCityswatersupplymeetsalltherequirementsoftheStateofDelaware,DivisionofPublicHealthsOfficeofDrinkingWater, water quality complaints have eroded consumer confidence in the Citys water supply as the water isperceivedtobeaestheticallyunpleasant.Addressingthebrownwater,andassociatedwaterqualityconcernsoftheCitys water system, requires capital improvements to the system in addition to operational changes. Someoperationalchangeswillresultinnoneteffecttotheoperatingbudget,whileotherswillneedtobeaddressedinthedevelopment of future operating budgets. This includes staffing changes, aswell as, equipment and supplies toimprovesystemsampling,monitoringandsystemwideflushingoperations.


Page4Starting inFiscalYear2010, thePublicUtilitiesDepartmentwillperformwater system flushingoperations twiceayear, rather than three times a year, as a critical part of normal systemmaintenance. Under normal demandconditions,theslowmovementofthewatercan leadtomineraldepositswithinthewatermains.Toaddressthis,the Departmentwill flush the system by systematically utilizing fire hydrants, and other outlets, throughout thesystemtomovewaterthroughawatermainatahighvelocity,creatingascouringaction.Thewater isdischargedthroughtheoutlet,which inturnremovessettledparticles,suchas iron,fromthesystem.Removalofthisbuildupcanhelpalleviatecorrosion,watercolorproblemsandinadequatefireflow.Akeyproject identifiedtoassistwithwaterquality issueswasthe installationofcontactchambersatthirteen(13)deepproductionwellsites.Thepurposeofthesechambersistoassistinstabilizingthechemistryofthewaterpriortoenteringthedistributionsystem.Designofeachofthechambers,aswellasconstructionofthefirstchamber,wasperformedinFiscalYear2007.ThecontactchambersatsixadditionalwellsiteswereconstructedandbroughtonlineinFiscalYear2008.Theremainingsixcontactchamberswereconstructedandbroughton line inFiscalYear2009.SampledatathathasbeencollectedandanalyzedbyWaterProductionstaffindicatesthattheintendedpurposehasbeenmetandstabilizedwaterchemistryisenteringthesystemattheselocations.The installationofvariable frequencydrives (VFDs),atdeepwell facilities,wasalso identified toassistwithwaterquality issues.TheVFDsprovideadditionalproductiondrawcontroland reducewaterhammerand flow reversalsresultingfromwellsturningonandoffwhichcan leadtowaterqualityconcerns.The installationofVFDsbegan inFiscalYear2006.InFiscalYear2009,thisprojectwascompletedwithVFDsinstalledatallnineappropriatefacilities.In Fiscal Year 2008, staff established a priority listing of all water mains within the water system to assist indeterminingwhichwater lineswillprovide the greatestbenefit through rehabilitation. Key criteria considered inevaluatingtheCitys196milesofpipeincludedsize,age,material,leaksandcomplaintdata.Implementationofthewatermainrehabilitationprogram,basedupontheprioritylisting,beganinFiscalYear2009.ProjectscompletedinFiscalYear2009 includedWashingtonStreetand sectionsofPennsylvaniaAvenueandSouthStreet. Agingwatermains were replaced with new, larger, eightinch (8) water main by the Construction Division and outsidecontractors.TheConstructionDivisionalsostartedinstallingnew,larger,sixteeninch(16)watermainonPearStreetandWestStreet(fromWalkerRoadtoDivisionStreet)withcompletionscheduledforFiscalYear2010.New,larger,twelveinch (12)watermain continues to be installed through the State contract,within the South GovernorsAvenueimprovementarea.InFiscalYear2010theConstructionDivisionwillinstallnew,larger,eightinch(8)watermain intheareanearBayardAvenueand theNorthStateStreetarea,whileacontractorwillbeutilizedto installnew,larger,twelveinch(12)watermainalongRoute13(fromNorthStateStreettoWhiteOakRoad).Since2003, theCityhas spent approximately$5.1million improvingwaterquality. Since that timewaterqualitycomplaintshavedroppedfromanalltimehighinFiscalYear2005of906to221complaintsinFiscalYear2009.Overthe next five (5) years theWaterDivision has budgeted over $11.3million for projects to addresswater qualityimprovements. IntheFiscalYear2010,theCitywillbespendingnearly$2.6milliononwaterquality improvementprojects.Planning,designandsiteprocurementforanew1.0MGElevatedWaterStorageTankandanewPineyPointWellwillcontinueinFiscalYear2010.TheElevatedStorageTankprojectwasdeterminednecessarybythe2004WaterMasterPlanUpdate.Thisprojectwillmeet futurestoragevolume requirementsbasedupondemands,aid in reducing lowpressure areas andenhance fire suppression capability.ThePineyPointWellprojectwas identifiedby staff, andconfirmed by the 2004 Water Master Plan Update, to increase production capacity to our current permittedallocation, increase systempressureand stabilize chlorine residuals.Construction forbothprojects isplanned forFiscalYear2011.


Page5WastewaterInflow/infiltration,has resulted inhighervolumesofwastewaterbeing transported toKentCounty for treatment.Wet weather in 2003 highlighted the fact that the Citys wastewater system is aging and requires increasedrehabilitationeffortsaswellasmonitoringofillicitconnectionstothesystemsuchassumppumpsandroofdrains.All customers are impacted by inflow/infiltration since these are costs that are not assigned to an individualcustomer.Thishighervolumeisunmeteredand,therefore,theCitycannotrecoverthecoststhroughdirectbillingtocustomers.In2006,theCitycontractedwithavideopipe inspectioncompanytoclean,video inspect,smoketest,andprovidedigitalreportsofanyproblemsdetectedwithinapredeterminedsectionofthesanitarysewersystem.TestingbeganintheFairviewareaofDoverandincludedDivisionStreet,LoockermanStreet,andtheSt.JonesRiverinterceptor.Anactionplanbasedupontheresultsoftheinvestigationwasdevelopedbystaff.ThepipesidentifiedinthisplanwillberelinedinFiscalYears2010and2011.Inaddition,sewermainscontinuetoberelinedandreplacedthroughtheStatecontractwithintheSouthGovernorsAvenueimprovementarea.Movingforward,thecontinuedinspectionofthesanitarysewersystemwillbeperformedbytheWater/WastewaterDivision.StaffhavereceivedtheirPipelineAssessmentCertificationsandhavebeenprovidedwithareliable,uptodatecameratrucktovideoinspectthesystem.Sanitarysewermainswillbeinspectedinconjunctionwithproposedwatermainrehabilitationareas.Thisistoensurethatnecessaryrepairstobothutilitiesarecompletedsystematicallyand inthemostcostefficientmanner.Overthenextfive(5)yearsover$6.5millionhasbeenbudgetedtoaddressinflow/infiltration through pipe line rehabilitation. In Fiscal Year 2010, the Citywill be spending $1.8million oninflow/infiltrationprojects.Inflow/Infiltrationhad resulted in several yearsofdeficits inKentCounty SewerAdjustment charges. The effortsmadetodatetoremedyinflow/infiltration,aswellasdrierweather,haveresultedinaprojectedpositivebalancefortheFiscalYear2010KentCountySewerAdjustmentcharges. It isprojectedthatforFiscalYear2009,theyearenddeficitwillbeeliminatedandthe fundbalancewillbeapproximately$100,194. BytheendofFiscalYear2010thefundbalanceisprojectedtobeof$100,154.In FiscalYear2010, construction is scheduled tobeginon theUSRoute13East Sanitary Sewer Interceptor.Thisprojectwillconstructapproximately6,500 linear feetofvariousdiametergravitysewer from theentrance road toDoverDowns,Inc.tothewestendofWestRusticLane.TheproposedgravitysewerinterceptorwillallowtheCitytoabandontheexistingSchwartzPumpingStationimmediatelyadjacenttoUSRoute13andallowforthereroutingofflowtotheCountysCentralTransmissionBypassLine.Thisprojectisestimatedtocost$3.2million.Otherprojectsplanned for construction this year include replacement of the Delaware State University and Acorn Lane PumpStations,bothstationshaveexceededtheirlifeexpectancyoftwentytotwentyfive(2025)years.Theseprojectsareeachestimatedat$336,400.Inaddition,theforcemainfromtheFoxHallPumpStation istobereroutedfromtheWalkerRoadbasintotheMcKeeRoadbasinatanestimatedcostof$107,200.Planning and designwill also be performed this year on various projectswhich include those that follow. TheDelawareStateUniversityForceMainReroutingprojectwillrerouteapproximately2,750linearfeetofeightinch(8)force main from County Pump Station #2 to the new US Route 13 Interceptor. The Fox Hall Pump StationRehabilitationprojectwillreplacethisstationthathasexceeded its lifeexpectancyoftwentytotwentyfive(2025)years.TheHeatherfieldPumpStationUpgradeprojectwill increasetheforcemainsize,andadjust impellersize,toincreasethecapacityoftheexistingstation.TheTarDitchInterceptorProjectwillreplace515feetofundersizedpipetoimprovethecapacityofthesewerline.ElectricElectric ratesareprojected to remainunchanged forFiscalYear2010. This is the first timesinceFiscalYear2005electricrateshavenot increasedduetothecostofpurchasingpower. Thiswasaccomplishedbycontainingcostsandtransferring$3millionfromtheElectricRateStabilizationReserve.


Page6Powersupplyandgenerationcostsareexpectedtoincrease2.7percentoverFiscalYear2010costs,notincludingtherate stabilization transfer. With the rate stabilization transfer included these costs areprojected todecrease1.2percent.WebelievetheElectricUtilityscapitalinvestmentprogramismanageableandresponsible.Theprogramprojectsspending$20millionoverthenextfiveyears,with$5.6millionplannedtobespentinFiscalYear2010.FiscalYear2010ImprovementsareplannedinElectricEngineering($3.5million),TransmissionandDistribution($800,000),andPowerPlantOperations($1.3million).TheMidCitySubstationprojectwillallowtheUtilitytoprovideanoilcontainmentareaforthetransformer,upgradethe 69 Kv line/transformer protection to a threebreaker scheme, update the distribution breakers as they havereachedtheendoftheirusefullife,andrehabilitatetheswitchgeartoextenditslife.Thetransformerdoesnothaveacontainment pit to protect the environment in case of a catastrophic failure as required by standard operatingproceduresandmandatedbytheEnvironmentalProtectionAgency(EPA).Additionally,thetransmissionlineservingthis substation is protected at Dover Air Force Base and North Street switching yards, which means that fivesubstations (Lebanon,DannerFarm,MidCity,Mayfair,andVanSant)will losepowerwhena line faultoccurs.Theplacementofthe3breakerschemeatthis locationwillhelpminimizesubstationoutagesduring linefaultsandwillensure thatMid City Substation does not lose service under normal line fault situations. It accomplishes this bydeterminingwhich linesection is faultedandopensonlythe linethat isaffected;whereby,thestationwillreceivepower from the other side of the loop. Lastly, the switchgear will be repaired/repainted andmajormoveablecomponentswillbereplacedastheyhavereachedtheendoftheirusefullife.Theprojectisestimatedtocost$1.6millionandwillbefundedwithbondproceeds.Distributionupgradeprojects involvethesystemicreplacementofoverhead lineswithunderground lineswheneverservicesarebeingmoved,wireisdamaged,treescauseahighnumberofoutages,ordevelopmentisinprogressandit is beneficial to theUtility to convert to underground lines. This can involve a single line section or an entireresidential neighborhood. Annual outage records are reviewed and selected areas are scheduled for upgrade tounderground service including Buchanan Acres ($406,000) and Crossgates ($396,904). Additionally, this programfundsthereplacementofexistingundergroundconductorsandequipmentthathavereachedtheendoftheirusefullife,havestartedfailingandrequirereplacement($351,096).ThetotalestimatedexpenseforFiscalYear2010is$1.2million.TheBuchananAcresandCrossgatesprojectsarefundedthroughbondproceedswhileremainingprojectswillbefundedfromtheoperatingrevenues.ItisbecomingdifficulttolocatesparepartstorepairtheexistingMarkIVcontrolsystemattheVanSantStation.TherecommendationistoreplacetheexistingMarkIVcontrolsysteminFiscalYear2010.Thisreplacementisnecessarytoensure the reliabilityof the combustion turbineoperation foryears to come. Theproject isestimated to cost$700,000andisfundedbybondproceeds.TheSubstationPT&CTReplacementprojectwillbereplacingagingmeteringandsystemprotectionequipmentintheoldersubstations.Theequipmenttobereplacedmeasuresthelinevoltageandcurrent,whichistheninterpretedbytherelaysforsystemprotection.Additionally,the lightningarrestorswillalsobereplaced;thearrestorsprotecttheequipmentduringlightningstrikes.Thisprojectisathreeyearprojectwithatotalcostof$784,813.TheFiscalYear2010expenseisprojectedtobe$260,880.TheCityofDoverandDelmarvaPowerarepresently finalizingagreements for theconstructionofa10megawattsolar plant at the CitysGarrisionOak Technology Park to be calledDover SUN Park. Dover,Delmarva Power,DelawareMunicipalElectricCooperative(DEMEC),theSustainableEnergyUtilityandLSPowerwithsupportfromtheState,developedtheprojectoverthelastsixmonths.ThisparkwillbethefirstutilityscalesolarpowerplantintheregionandwouldbeownedbyWhiteOakSolarEnergy,LLC,anaffiliateofLSPower.Theprojectwillbeofnocapitalcosttothecity.Itwillsupplyenoughcleanpowerformorethan1,700homesandcreateabout150localjobsduringconstruction.


Page7ThisprojectisasteptowardDoverscommitmenttowardrenewableenergyprograms.TheDoverSunParkresultedfromarequestforproposalsinitiatedbytheCityinMarch2008seekingreliablepowergeneratingsourcesthatwerecostcompetitiveandenvironmentallyprudent.InDecember2008,DoverselectedLSPowerasitspartnerinplanningandconstructingthe90acresolarproject,thelargestplannedfortheregiontodate.TheDoverSunParkwillbethefirsttenantwithinthe389acre;cityownedGarrisonOakTechnologyPark. SummaryThis budget was created during the worst recession since the Great Depression, however it provides sufficientrevenues to pay for expenses, adequate fund balances, maintenance and improvements to our infrastructure,increases to our reserve accounts, core customer services to our citizens, competitive compensation and benefitpackagestoemployees,andadvancementofCouncilsstrategicpriorities.However, thegoalwasaccomplishedby takingdrasticmeasures. Itwasnecessary to furloughemployeesand toreduce departmental expense requests in all funds.As stated above therewere several approved and requestedpositionsthatwerenotfunded,aswellas,defermentofallnonmissioncriticalcapitalprojects.SomeoftheprojectsandreductionstotheGeneralFunddivisionsareonetimereductionsthatcannotbesustainedinthefuturesuchasvehicledefermentandsomeofthedeferredpositions.Thismeansthatthefuturewillmostlikelyrequirefeeandtaxincreasesor a reductionof the core services theCityprovides today. Theproperty tax rateof$.33per$100ofassessedvalueisunchangedandfeesintheGeneralFundwerenotincreased.ForFiscalYear2010,CityWater rates increasedby10percent,whileWastewater rates remainedunchanged. Weanticipate rate increases for thenext fiscal year inorder tomaintain infrastructure, coverdebt requirementsandprovideareliable,qualityservice.Transfersfromtheutilityfundsaremaintainedatapproximately4.5percentfortheWater/Wastewaterfundand6.5percentfortheElectricFund.ElectricratesremainunchangedfromFiscalYear2009.Thefundsummariesonpages75through128provideacompleteoverviewofexpensesandrevenuesincludinganyrateincreasesforthevariousfundsthatmakeupourbudget.Theyalsohighlightthemajorcapitalprojectsandoperatingprograms.Lastly, Iwant to acknowledge the sacrificesmade by Dovers employees this year for the good of Dover. Ouremployeeshavesteppedupduringthisdifficulteconomy.TheyhaveacceptedtherealityofoureconomicsituationandtheyaredoingmorewithlesstoprovideDovercitizenswiththeoutstandingserviceswehaveallcometoexpect.Our employees have come upwith cost savings and their can do spirit is admirable,without them our currentsituationwouldcertainlynotbeashopeful.Respectfullysubmitted,ANTHONYJ.DEPRIMA,AICP,ICMACMCityManager

Introduction CityofDover

8 2010AnnualOperatingBudget

HOWTOUSETHISBUDGETTheCityofDoverbudgetdocumentisintendedtoprovideconciseandreliableinformationtoreaders(Dover'scitizens,thepublic,andothergovernmentalentities)abouttheCity'spolicies,financialplan,andoperations.ItincludesinformationonDover'sobjectivesandbudgetforFiscalYear2010.At thebeginningof thisbudget isaTableofContents thatwillaid the reader in finding specific informationquicklyandprovideasummaryofthemajortopics.Thebudgetisdividedinto14majorsections:Introduction,StrategicInitiatives,BudgetSummary,FundSummaries,PersonnelInformation,CapitalInvestmentsPlan,DebtService,General,PublicServices,PublicUtilities,OtherFunds,Appendix,GlossaryofKeyTermsandConcepts,andIndex.Highlightsofeachsectionareasfollows:INTRODUCTIONTheCityManager's letter toCouncilcontainsanoverviewof thebudget. Itdiscussesgoalsof thebudgetandhighlightsimportantissuesbyfund.TheIntroductionalsoincludesasectiononhowtousethebudget;alistingof elected and appointed officials; contact information; phone numbers; a Citywide organizational chart; asummaryoftheCity'spermanentpersonnel;andtheCityoperationalstructure.ReaderscanalsofindaprofileonDover'shistory,location,formofgovernment,anddemographicstatisticsintheIntroductionsection.STRATEGICINITIATIVESThis section contains theCitysvision,mission,and critical success factorsaswellasa listingofall the fiscalyearsstrategicobjectivesbydepartment.BUDGETSUMMARYIn this section, all the funds are discussed in summary form. TheBudget Summary begins by reviewing thebudgetprocess.AnexplanationofthefinancialstructureoftheCityisprovidedwhichshowshowrevenuesandexpendituresarereportedbyfund,aselfbalancingsetofaccountsdesignedtotrackspecificrevenues,andtheusesofthoserevenues.FUNDSUMMARIESTheseexplainanddiscuss,inmoredetail,theCity'smajorfundsandtheircontingencies.Fundspresentedinthissectioninclude:GeneralFund,Water/WastewaterFund,Water/WastewaterImprovementandExtensionFund,Electric Revenue Fund, and Electric Improvement and Extension Fund. Each fund's origin and purpose isexplained,andmajorhighlightsofthefundareprovided.Anexplanationofrevenueestimatesbyfund isalsopresentedhere.PERSONNELINFORMATIONInthissection,theCityspaymentplanfornonbargainingemployeesisdiscussed.Thisincludesmarketincreaserecommendations; a chart of the pay plans; explanation of PayForPerformance to include performancescoring;proposedpromotionsandgraderecommendations;andnewpositionrecommendations.


2010AnnualOperatingBudget 9

CAPITALINVESTMENTSPLAN(CIP)Readerscan find informationregarding thecriteria,guidelines,summary informationonrevenuesourcesanduses inthissection.HighlightsofDover'sCIPare identified,andadescriptionofeachprojectfundedforFiscalYear2010isincluded.DEBTSERVICEInthissection,readersgetanoverviewoftheCity'sdebtandthecharterinformationonthesubject.TheCitysDebtPolicyisalsoincluded.GENERAL,WATER/WASTEWATER,andELECTRICThese sections of the budget are arranged by fundwith the department listing beginningwithMayor, CityCouncil,andCityManager.Thereafter,thedepartmentsarelistedalphabeticallywithineachfund.Departmentsare further categorized into divisions. Each departments budget detail begins with a description of thedepartmentvisionandanoverviewofmajorprograms,objectivesandmeasures,andstrategicobjectivesandmeasures, alongwith any budget recommendations and notes, if appropriate. A guideline to these pagesfollowsinthenextsection.OTHERFUNDSReaderscanfind informationontheCity'sotherfunds.Thesefundsareusuallytrustfunds(fundsheldbytheCity in a trustee capacity) and agency funds (funds that account for assetsheldby the City as an agent foranotheroutsideagency).APPENDIXMiscellaneous statistics about the City are included in the Appendix. A reader can find out the number ofbusiness licenses issued orwho themajor employers are in the City. Also included are the Citys FinancialPoliciesandInvestmentPolicy.GLOSSARYOFKEYTERMSANDCONCEPTSTheGlossaryofKeyTermsandConceptswillbehelpfultoareadernotfamiliarwithgovernmentaltermssuchasenterprisefund.Readersareencouraged to contact theCitywithany commentsorquestions theymighthave regarding thebudget.InquiriesmaybeaddressedtotheSeniorCityAdministrator,P.O.Box475,Dover,DE199030475orbytelephoneat(302)7367164.



DESCRIPTIONPERFORMANCEBUDGETPAGE

DEPARTMENTNAMEDEPARTMENTALVISIONThevision statement foreachdepartmentdescribes the servicegoals that thedepartmentwants toachievethrough theprograms itoffers.You should seea linkbetween theoveralldepartmentgoaland theprogramobjectivesinthenextsection.MAJORPROGRAMS,OBJECTIVES,MEASURESPrograms: Programs are collections of activities, operations, or organizational units that are directed to theattainmentofspecificobjectives.Forexample,policepatrolisaprogramthatcomprisesmanydifferentkindsoflaw enforcement activities that are directed toward crime prevention and timely response to requests forservice.Thenumberofprogramsadepartmentidentifiesistheresultofthescopeoftheirresponsibilities.Thenumberofprogramslisted,initself,isnotmeaningful.Objective:Eachprogramwillhavea serviceobjective that identifies the customer for that serviceandwhatoutcome the service aims to achieve for the customer.Many times the customer is the citizen, but someprograms, likefinancialservices,servecitizens indirectlybysupportingotherCityprograms.Serviceobjectivesrarelychangeovertime,butperformancetowardachievingthoseobjectivesmaychange.Measures:Programmanagers collect andmonitor scoresofperformancemeasures.Only themeasures thatcapture the outcomes revealed in theprogramobjectives appear in thebudgetdocument.Additionally, themeasuresshouldbemeaningfultocitizens.Programmanagershaveselectedthebestindicatorsoftheirserviceperformanceforthissectionandwilltracktheirperformancebythesemeasuresovertime.Results:Theseare the resultsof theMajorProgramMeasures from theprevious fiscalyearwith thecurrentyearsactualresultsandaprojectionfortheupcomingyear.STRATEGICACCOMPLISHMENTSFORFISCALYEAR20082009Strategicobjectives forFiscalYear20082009are listed individually.Eachobjectivemust statewhethereachmeasurewasmet(i.e.,GoalMet,GoalPartiallyMet,GoalNotMet)alongwithabriefexplanation.STRATEGICOBJECTIVESFORFISCALYEAR20092010Strategic objectives are different from service objectives in that while service objectives remain constant,strategicobjectiveschangefromonebudgetyeartothenext.Managersidentifytheirstrategicobjectivesbasedonproblemsthatcanorshouldbesolved,efficienciesthatmightberealized,orbylookingforwardtowhattheywanttheirprogramtoachieveinfutureyearsandlayingthefoundationforthatsuccessinthecurrentbudgetyear.Strategicobjectivesarenotdreamsorideas,however.Theymustmeetveryrestrictivecriteria.



First, strategicobjectivesmust supportoneof the six critical success factors identified in theCitys strategicplanningprocess.ThosefactorsareCustomerSatisfaction,EmployeeSatisfaction,CostandRevenueEfficiency,DowntownandNeighborhoodDevelopment,CitywideSafety,andEconomicDevelopmentandJobGrowth.Youwillseeoneormoreofthesefactorsineverystrategicobjective.(SeePage41formoreonthesecriticalsuccessfactors.)Second,themanagermustbeabletoidentifyanindicatorofprogresstowardtheprogramobjectivethatwouldberealized ifthestrategicobjectivewereachieved.Noteveryproblemcanbesolved inonebudgetcycle,andforwardthinkingmanagers often plan for future improvements by putting one element in place at a time.Therefore, an outcome indicator for a strategic objectivemay be an interim outcome rather than a finaloutcome.Finally,andof special interest to citizensandelectedofficials, all requests for substantial changes inbudgetrequestswillbetiedtostrategicobjectives(explainedmorefullyinthebudgetrecommendationsection).Thatis, every request that is notmaintenanceofservicewill be clearly linked to a strategic objective.Not everystrategic objective has a budget impact, but all budget impactsmust be tied to strategic objectives. ThispresentationformatisdesignedtofocusdepartmentheadsattentiononachievingCitywidegoalsthroughtheirprogramprioritiesandtofocuscitizenandCouncilattentiononthewaysthatprogramprioritiesmayaffectthebudget.Budget:(ifappropriate)Thissectioncontainsthe lineitembudgetrequest inthesameformataspresented inprevious years.There isonlyonedifference:any change in last years request that isnotamaintenanceofserviceadjustmentistieddirectlytoastrategicobjective.Thenumberofthestrategicobjective,asitappearsonthepage,islocatednexttothesummarylinefortherequest.Forexample,ifamanageridentifiedhiringanewemployeeasthemeanstoachievinghis/hersecondstrategicobjective, youwould see the number 2" on the subtotal 10" line for Personnel. No attempt ismade tosubdivide the request associated with the strategic objective over multiple budget lines for clarity ofpresentation.Thatis,thenumber2"doesnotappearnextto1014FICATaxesor1015HealthInsuranceeventhoughanewemployeewouldcertainlyhavebudgetaryimplicationsinthesesubsectionsofthePersonnelcostbudget.Notes: (optional) Sometimes the link between the strategic objective and the Citywide goal is not readilyapparent,orperhaps themanagercan identifymore thanonemeans toachieve the strategicobjective.Thissectionisincludedtoprovidenecessarysupportinginformationsurroundinganystrategicobjectiveiftheimpactisnotreadilyapparent.



CUSTOMERSERVICES

DEPARTMENTALVISIONCustomerServicesisadepartmentwherecustomersenjoytransactingtheirbusiness.Throughtheteameffortofouremployees,CustomerServiceswillendeavortomaintainourreputationforbeingaprofessional,courteous,friendly,efficient,accurate,safe,fair,andconsistentdepartmentintheCityofDover.CustomerServiceswillalsoendeavortocontinuetoefficientlybudget,bill,andreceivemoniesforservicesprovidedbytheCitysothattheCityisensuredofthenecessaryrevenuetocarryoutitsfunctionsinatimelymanner.MAJORPROGRAMSCUSTOMERSERVICEObjective:Theobjectiveof thisprogram is toprovideprofessional, fair,courteous, friendly,efficient,andaccurate service so thiswillbeaplacewherecustomersarecomfortableconductingtheirbusiness.Measure:Obtaina98percentorbettersatisfactionratingfromcustomerscompletingoursurveyand/orcommentcard.

20072008Actual 20082009Actual 20092010Projected

Results 98percent 98.5percent 98percent

BILLINGObjective:Theobjectiveofthisprogramistoprovideaccurate,timely,andunderstandablebillstoourcustomersinordertofacilitatetheorderlyandtimelycollectionofrevenue.Measure:Billsshouldbepreparedwitha98percentorbetteraccuracyrate.

20072008Actual 20082009Actual 20092010Projected

Results Maintainedanaccuracyrateof98percent.

Maintainedanaccuracyrateof98percent.

Maintainanaccuracyrateof98percent,

Results Notmeasuredthisfiscalyear. Notmeasuredthisfiscalyear. 95percent

FISCALYEAR20082009STRATEGICACCOMPLISHMENTS1. Resequenceandreroutemeterroutes.GoalPartiallyMetThisproject ispartofthecontinuousdevelopmentandgrowthoftheCityof

Dover.

2. With the assistance of the Central Services, Information Technology, and Human Resources directors, develop an internal customersatisfactionsurvey;surveyinternalusers.GoalMet.

3. WorkwiththeCityManagersOfficetorestructureAdministrativeServicestoCustomerServices.GoalMetThisobjectivewascompletedbeforeOctober2009.

STRATEGICOBJECTIVESFORFISCALYEAR200920101. HireanAccountClerkIIItosupervisethebillingandcollectionsefforts.Thispositionwillalsoassistallareasofourdepartmentinorderto

meetworkrequirementsandallowstafftocontinuetoprovideourcustomerswithqualityserviceasstatedinourvision.ThisobjectiveispartoftheBillingprogramandadvancesthecriticalsuccessfactorsofCustomerSatisfactionandEmployeeSatisfaction.

Measure:HireanAccountClerkIIIbyJune30,2010. Budget:$52,023.24Acct.No.1102900529.10.xx,PersonnelCosts;$2,355.00Acct.No.1102900529.20xx,MaterialsandSupplies

Notes:Thisindividualwillworkprimarilyinthefollowingareas:providesupervisiontotheBillingClerkandassumeherdutiesduringherabsence;monitorlargeutilityaccounts;supervisewiththecollectionofdelinquentutilitiesandtaxaccounts;performtheDepartmentspayrollfunction;assisttheCustomerServiceManagerwithprojects;performDepartmentaudits;providecoverageincustomerservicearea;

SAMPLEPERFORMANCEBUDGETPAGE

TitleIndicatesthedepartment.

DepartmentalVisionDevelopedbythedepartment,thisisastatementthatidentifiestheparticularpurposeforthedepartment.

MajorProgramsAlistingofthefundamentalservicesandthepublicservicelevelsforthedepartment.Thenumberofprogramswillvarybydepartment.

FiscalYear20082009StrategicAccomplishmentsResultsofprioryearsStrategicObjectivemeasures.

FiscalYear20092010StrategicObjectivesFiscalyearbusinessplaninitiativesforthedepartment.Thenumberofstrategicobjectiveswillvarybydepartment.

BudgetRecommendations(ifappropriate)TherecommendedcourseofactionforoneoftheStrategicObjectivesforthedepartment

Notes(optional)OptionalinformationreferringtooneofthedepartmentsStrategicObjectives



ELECTEDOFFICIALS

MAYORHonorableCarletonE.Carey,Sr.(5/10)

CITYCOUNCIL

ATLARGE

CouncilmanThomasJ.Leary(5/11)

FIRSTDISTRICTCouncilmanKennethL.Hogan(5/11)

CouncilwomanBeverlyC.Williams(5/10)

SECONDDISTRICTCouncilmanEugeneB.Ruane(5/11)

CouncilmanWilliamP.McGlumphy(5/10)

THIRDDISTRICTCouncilmanJamesG.McGiffin,Jr.(5/11)CouncilmanTimothyA.Slavin(5/10)

FOURTHDISTRICTCouncilmanReubenSalters(5/11)CouncilmanSophiaR.Russell(5/10)



APPOINTEDOFFICIALSJULY1,2009

CouncilPresident BeverlyWilliams

CityChaplain ElderWallaceDixon

CityManager AnthonyJ.DePrima

CitySolicitor NicholasH.Rodriguez

DeputyCitySolicitor WilliamPepper

FireMarshal DavidJ.Truax

PoliceChief JeffreyHorvath

CityClerk TraciA.McDowell

DeputyCityClerk AmberL.Clendaniel

CityAssessor CherylA.Russell

AssistantCityAssessor Vacant

Controller/Treasurer DonnaS.Mitchell

AssistantTreasurer TraciA.McDowell

DirectorPlanning/Inspections AnnMarieTownshend

BuildingandHealthInspector AnnMarieTownshend

FireChief SeanChristiansen



DETAILEDLISTINGOFCOMMITTEES,COMMISSIONSANDBOARDS

LEGISLATIVE,FINANCE,ANDADMINISTRATIONCOMMITTEE(1YearTerm)

CouncilmanWilliamP.McGlumphy,ChairmanCouncilmanThomasJ.LearyCouncilmanReubenSaltersDanielShevock,(CivilianMember)BobbyC.Jones,(CivilianMember)

PARKS,RECREATION,ANDCOMMUNITYENHANCEMENTCOMMITTEE(1YearTerm)

CouncilwomanSophiaR.Russell,ChairpersonCouncilmanKennethL.HoganCouncilmanEugeneB.RuaneDavidA.Lewis,Jr.(CivilianMember)AnnHorsey(CivilianMember)

SAFETYADVISORYANDTRANSPORTATIONCOMMITTEE(1YearTerm)

Councilman TimothyA.Slavin,ChairmanCouncilwomanSophiaR.RussellCouncilmanKennethL.HoganJohnJ.Davis(CivilianMember)MarkHarmon(CivilianMember)

UTILITYCOMMITTEE(1YearTerm)

CouncilmanEugeneB.Ruane,ChairmanCouncilmanKennethL.HoganCouncilmanJamesG.McGiffin,Jr.RichardSnaman(CivilianMember)RichardKosior(CivilianMember)

BOARDOFADJUSTMENTS(3YearTerms)

K.C.Sheth,Chairperson(7/10)WilliamHufnal(7/10)Dr.EdwardGoate'(7/12)RichardSenato(7/12)ArthurG.Ericson(7/11)

CONSTRUCTIONCODEBOARDOFAPPEALS

CouncilmanJamesG.McGiffin,Jr.CouncilmanTimothyA.SlavinCityManager,AnthonyJ.DePrima

DOVER4THOFJULYCELEBRATIONCOMMITTEE(Annual)

GregPatterson,President(5/10)Vacant,VicePresidentDonnaMitchell,Treasurer/Secretary(5/10)DaveBonar(5/10)ElaineBrenchley(5/10)BradHolden(5/10)KarenNickerson(5/10)CarletonE.Carey,Sr.,Chairman(exofficiomember)



DOVERHOUSINGAUTHORITY(6YearTerms).

Mayor'sAppointments:C.TerryJackson(8/09)BeverlyC.Williams(8/11)GovernorsAppointments:AudreyDaniels(8/10)GeorgeRecords(7/10)KathleenWilliams(1/13)AmiSebastianHauer,ExecutiveDirector

DOWNTOWNDOVERPARTNERSHIP(3YearTerms)

GaryPatterson,Chairman PrivateCitizen(4/09)ArdenM.BardolPrivateCitizen(4/11)RobertBerglundBusinessRepresentative(4/09)ThomasSmithDPARepresentative(4/09)MichaelHarringtonCommercialRealEstateRep.(4/10)JosephMcDanielFinanceRepresentative(4/10)EdPerezBusinessRepresentative(4/11)JamesD.McGinnisPrivateCitizen(4/11)MayorCarletonE.Carey,Sr.(ExOfficioMember)GeraldStreetLegalRepresentative(4/10)AnthonyJ.DePrimaCityManagerAnnMarieTownshendCityPlannerCouncilwomanSophiaR.RussellCouncilRepresentativeCouncilmanReubenSaltersCouncilRepresentativeCouncilmanTimothyA.SlavinCouncilRepresentativeDavidL.BonarGovernorsAppointment

ELECTIONBOARD(3YearTerms)

Vacant FirstDistrictGeraldP.FossSecondDistrict(5/12)GoldieLegatesThirdDistrict(5/10)LillieM.JohnsonFourthDistrict(5/10)WilliamGarfinkelAtLarge(5/11)TraciA.McDowell,CityClerk(LiaisonMember)

ETHICSCOMMISSION(5YearTerms)

ThomasC.Jackson,Chairman(7/13)RobertBunnell(7/10)RobinCase(7/11)DennisK.Jones(7/12)NancyJ.Shevock(7/14)TraciA.McDowell,CityClerk(LiaisonMember)NicholasH.Rodriguez,CitySolicitor(LiaisonMember)

GREATERDOVERARTSCOUNCIL(2YearTerms)

FredKaltreider,Chairman(6/09)ElaineBrenchley(6/10)N.TaylorCollins(6/10)JoanneFreed(6/10)PaulJaniga(6/10)BrianMiller(6/09)SandraConnor(6/09)SylviaCowell(6/10)TimOConnor(6/10)SusanJohnston(6/10)CarolineGreene(6/10)RosemaryTwilley(6/09)



HISTORICDISTRICTCOMMISSION(3YearTerms)

C.TerryJackson Resident(7/11)JosephMcDaniel,BusinessRepresentative(7/11)JamesD.McNair,IIProfession(7/11)CharlesSalkinResident(7/10)RichardScraffordProfession(7/10)

HUMANRELATIONSCOMMISSION(3YearTerms)

MayorAppointments: BrianE.Lewis(2/10) RoySudler,Jr.(2/11) IvanF.Finney(2/12) AnleeBaccioWalker(2/12) MarkS.Monroe(2/12)CouncilPresidentAppointments: Dr.SamuelB.Hoff,Chairman(2/10) GregoryJ.Bunkley(2/10) KatrinaBrumble(2/10) Dr.PhyllisEdamatsu(2/10) PaulFleming(2/10) CatherineM.Gregory(2/10) DawnAllenPyne(2/11) SandraSutton(2/11) NauleenA.Perry(2/12) EllenO.Wasfi(2/12)

DOVERPUBLICLIBRARYADVISORYCOMMISSION(5YearTerms)

LoisJ.Dunning(6/10)BethPetitdeMange(6/14)GertrudeJackson(6/13)DavidLewis(6/12)DorothySnyder(6/11)CouncilmanEugeneB.Ruane(CouncilLiaisonMember)

PARKINGAUTHORITY(5YearTerms).

ThomasG.Smith,Chairman(7/11)MichaelJ.Ambruso(7/09)RebeccaM.Cooper(7/10)LauraG.Simmons(7/12)RonaldG.Poliquin(7/13)

PENSIONCOMMITTEECIVILIAN(3YearTerms)

CouncilmanThomasJ.LearyCouncilmanWilliamP.McGlumphyCityManager,AnthonyJ.DePrimaController/Treasurer,DonnaS.MitchellElectedMembers: KennethClendaniel(6/12)

ChappyLucas(6/10) JudyRigby(6/11)



PENSIONCOMMITTEEPOLICE(3YearTerms)

CouncilmanThomasJ.LearyCouncilmanJamesG.McGiffin,Jr.CityManager,AnthonyJ.DePrimaChiefofPolice,JeffreyHorvathElectedMembers: (Ret.Lt.)TimothyMullaney,Chairman(1/11) (Ret.Cpl.)MartinStallings(1/12) (Ret.Lt.)WilliamKnotts(1/10)

PLANNINGCOMMISSION(3YearTerms)

FirstDistrict: FrancisC.Nichols(6/11) Col.RobertD.Welsh(6/11)SecondDistrict: WilliamJ.DiMondi(6/12) ThomasHolt(6/12)ThirdDistrict: JohnFriedman,Chairman(6/12) FrederickTolbert(6/11)FourthDistrict: JohnH.Balldwin,Jr.(6/10) RonShomo(6/10)AtLarge: MichaelvonReider(6/10)

ST.JONESGREENWAYCOMMISSION(3YearTerms)

RobertGorkin(12/09)MichaelP.Mercer(12/09)ZacheryCarter(ExOfficioMemberCityStaff)

SILVERLAKECOMMISSION(Annual)

JamesBurcham(5/10)CherylBiddle(5/10)ZacheryCarter(5/10)DavidEdgell(5/10)RobertGorkin(5/10)DeanHolden(5/10)NancyWagner(5/10)



CONTACTINFORMATION

MAYORANDCOUNCIL

MayorCarletonE.Carey,Sr.15EastLoockermanStreetP.O.Box475Dover,DE199030475Phone:(302)7367005Fax:(302)7367002Email:[email protected]

CouncilmanEugeneB.Ruane15EastLoockermanStreetP.O.Box475Dover,DE199030475Phone:(302)7367008Fax:(302)7365068Email:[email protected]

CouncilmanKennethL.Hogan15EastLoockermanStreetP.O.Box475Dover,DE199030475Phone:(302)7367008Fax:(302)7365068Email:[email protected]

CouncilwomanSophiaR.Russell15EastLoockermanStreetP.O.Box475Dover,DE199030475Phone:(302)7367008Fax:(302)7365068Email:[email protected]

CouncilmanThomasJ.Leary15EastLoockermanStreetP.O.Box475Dover,DE199030475Phone:(302)7367008Fax:(302)7365068Email:[email protected]

CouncilmanReubenSalters15EastLoockermanStreetP.O.Box475Dover,DE199030475Phone:(302)7367008Fax:(302)7365068Email:[email protected]

CouncilmanWilliamP.McGlumphy15EastLoockermanStreetP.O.Box475Dover,DE199030475Phone:(302)7367008Fax:(302)7365068Email:[email protected]

CouncilmanTimothyA.Slavin15EastLoockermanStreetP.O.Box475Dover,DE199030475Phone:(302)7367008Fax:(302)7365068Email:[email protected]

CouncilmanJamesG.McGiffin,Jr.15EastLoockermanStreetP.O.Box475Dover,DE199030475Phone:(302)7367008Fax:(302)7365068Email:[email protected]

CouncilwomanBeverlyC.Williams15EastLoockermanStreetP.O.Box475Dover,DE199030475Phone:(302)7367008Fax:(302)7365068Email:[email protected]



DEPARTMENTSANTHONYDEPRIMACityManager15EastLoockermanStreetP.O.Box475Dover,DE199030475Phone:(302)7367005Fax:(302)7367002Email:[email protected]

CHIEFSEANCHRISTIANSENFireDepartment15EastLoockermanStreetP.O.Box475Dover,DE199030475Phone:(302)7367167Fax:(302)7367166Email:[email protected]

TERESATIEMANBudgeting,ProgramDevelopment,andCustomerServices15EastLoockermanStreetP.O.Box475Dover,DE199030475Phone:(302)7367163Fax:(302)7367002Email:[email protected]

KIMHAWKINSHumanResources15EastLoockermanStreetP.O.Box475Dover,DE199030475Phone:(302)7367073Fax:(302)7367093Email:[email protected]

EDBAKERCentralServices710WilliamStreetP.O.Box475Dover,DE199030475Phone:(302)7367046Fax:(302)7367178Email:[email protected]

MARKCALLANInformationTechnology5EastReedStreetP.O.Box475Dover,DE199030475Phone:(302)7365071Fax:(302)6721847Email:[email protected]

TRACIA.MCDOWELLCityClerk15EastLoockermanStreetP.O.Box475Dover,DE199030475Phone:(302)7367008Fax:(302)7367177Email:[email protected]

MARGERYCYRLibrary45S.StateStreetP.O.Box475Dover,DE199030475Phone:(302)7367030Fax:(302)7365087Email:[email protected]

DONNAMITCHELLFinance15EastLoockermanStreetP.O.Box475Dover,DE199030475Phone:(302)7367018Fax:(302)7367177Email:[email protected]

ZACHERYCARTERParksandRecreation1210WhiteOakRoadP.O.Box475Dover,DE199030475Phone:(302)7367050Fax:(302)7367154Email:[email protected]



ANNMARIETOWNSHENDPublicServices,Planning&CommunityEnhancement15EastLoockermanStreetP.O.Box475Dover,DE199030475Phone:(302)7367010Fax:(302)7364217Email:[email protected]

RONLUNTPublicUtilities860ButtnerPlaceP.O.Box475Dover,DE199030475Phone:(302)7367070Fax:(302)7367081Email:[email protected]

CHIEFJEFFREYHORVATHPoliceDepartment40SouthQueenStreetP.O.Box475Dover,DE199030475Phone:(302)7367111Fax:(302)7367142Email:[email protected]

CHERYLRUSSELLTaxAssessorsOffice5EastReedStreetP.O.Box475Dover,DE199030475Phone:(302)7367022Fax:(302)7367193Email:[email protected]

SCOTTKOENIGPublicServices,PublicWorks15EastLoockermanStreetP.O.Box475Dover,DE199030475Phone:(302)7367025Fax:(302)7367177Email:[email protected]



PHONENUMBERS

CITYOFFICES

AccountsPayable....................................7367152

CentralServices.....................................7367046

CityClerk.................................................7367008

CityManager..........................................7367005

CustomerServices..................................7367058

Electric/Water/SewerBilling............7367035

Electric/WaterCollection.................7367190

ElectricUtility

NewandTransferredAccounts.......7367035

Emergencies/TroubleCalls

24hours...........................................7367086

PublicUtilities

Administration.................................7367070

ElectricEngineering.........................7367091

ElectricTransmission

andDistribution...........................7367091

Finance....................................................7367018

Fire(nonemergency).............................7367168

Grounds(PublicServices).......................7367194

HousingandCommunityDev.................7367010

HumanResources...................................7367073

Information.............................................7367000

Inspections(PublicServices)...................7367010

Library.....................................................7367030

Mayor.....................................................7367005

ParksandRecreation..............................7367050

Planning(PublicServices).......................7367010

PoliceDepartmentQueenStreet

Administration........................................7367100

ComplaintsandServices..........................7367111

CriminalInvestigationUnit......................7367130

PublicServices................................................7367025

Engineering..............................................7367025

24HourService/Complaintsfor

Water,Sewer,Streets,Trash...............7367060

PublicUtilities.................................................7367070

Streets(PublicServices).................................7367025

TaxAssessor...................................................7367022

Trash/Brush/BulkPickUp..............................7367025

Water/SewerUtility

RepairServiceandAfterHours,

Weekends,Holidays................................7367060

FAXNUMBERS

CentralServices..............................................7367178

CityClerk........................................................7367177

CityManager..................................................7367002

CustomerServices..........................................7367193

ElectricDispatchers........................................7365001

Finance...........................................................7367177

Fire.................................................................7367166

HumanResources..........................................7367093

InformationTechnology.................................6721847

Library............................................................7365087

ParksandRecreation.....................................7367154

PlanningandInspections...............................7364217

Police..............................................................7367142

PowerPlant....................................................6726330

PublicServices................................................7367177

PublicUtilities.................................................7367081

TaxAssessor...................................................7364450



CITYOFDOVERORGANIZATIONCHART

JULY1,2010



OPERATIONALSTRUCTURE

Each operational fund is comprised of departmentswhich aremajor organizational units of the City. Eachdepartment has overall management responsibility for one or more divisions. For all departments, adepartmental vision;major programs, objectives, andmeasures; and strategic objectives andmeasures arepresented.Alineitemlistingofexpensesisincludedalongwithapersonnelsummaryandorganizationchartsbyfunctionsandstaffing.The operational structure is included as a cross reference to depict relationships among programs,organizationalunits,andfunds.Theoperationalunitsbyfundarelistedinthetablebelow.

FUND DEPARTMENT DIVISION/PROGRAM

GENERAL Mayor

EconomicDevelopmentCommunityDevelopmentEfficientOperations

CityCouncil

Legislative,Policy,andAdministrationFiduciaryCommunityInteraction

CityManager BudgetPreparationDepartmentManagementProjectDevelopment

CentralServices

WarehouseandPurchasingFacilitiesManagementFleetMaintenance

CityClerk

AdministrativeSupportCodificationOmbudsmanMunicipalElectionsandReferenda

CustomerServices

CustomerServiceBillingCollections

Finance

TreasuryandCashManagementFinancialReportingAdministration

Fire

FireSuppressionandRescueResponseFireCommunicationsFirePrevention

HumanResources

RecruitmentandEmploymentEmployeeBenefitsRiskManagementEmployeeandLaborRelations

InformationTechnology

SupportProgrammingAdministration



FUND DEPARTMENT DIVISION/PROGRAM

GENERAL ParksandRecreationLibrary

ParksandParkManagementRecreationYouthInterventionProgramCirculationReferenceServicesProgramming

Police

CoreLawEnforcementOperationalSupportServicesAdministrativeSupportServices

PublicServices/PlanningandInspections

PlanningandPlanningServicesPropertyMaintenanceConstruction,Inspection,andPermitAdministrationFireMarshalCommunityDevelopment

PublicServices/PublicWorks

AdministrationEngineeringandInspectionGroundsGroundsandBeautificationSanitationSolidWasteStreetsStreetsandStormwater

TaxAssessor

AppraisalandAssessmentAdministration

WATER/WASTEWATER PublicUtilitiesWater/Wastewater

WastewaterSewerUtilityWaterConstructionWaterWaterUtilityWaterTreatmentPlant

ELECTRIC

PublicUtilitiesElectric

AdministrationDesignandEngineeringConstruction,Maintenance,Repair,andMeteringOperationsandControl

ThebudgetincludesotherspecialfundswhichcanbefoundintheAppendix.



FULLTIMEEQUIVALENTPERMANENTPERSONNELBYDIVISION

DIVISION20072008BUDGET

20082009BUDGET

20082009REVISED

20092010BUDGET

MAYOR 1.0 1.0 1.0 1.0CITYMANAGER 5.0 5.0 5.0 5.0CENTRALSERVICES 8.0 8.0 8.0 8.0FACILITIESMANAGEMENT 13.0 13.0 13.0 13.0FLEETMAINTENANCE 6.0 6.0 6.0 6.0CITYCLERK 4.0 4.0 4.0 4.0CUSTOMERSERVICES 16.0 16.0 16.0 16.0FINANCE 8.0 8.0 8.0 8.0FIRE 6.0 6.0 6.0 6.0HUMANRESOURCES 4.0 4.0 4.0 4.0INFORMATIONTECHNOLOGY 8.0 8.0 8.0 8.0PARKSANDRECREATION 8.0 8.0 8.0 8.0LIBRARY 18.0 18.0 18.0 18.0POLICETOTAL* 122.0 122.0 122.0 119.0*TAXASSESSOR 6.0 4.5 4.5 4.5PUBLICSERVICES,ADMINISTRATION 5.0 4.0 4.0 4.0PUBLICSERVICES,PLANNING 5.0 6.0 6.0 6.0PUBLICSERVICES,COMMUNITYDEVELOPMENT 1.0 1.0 1.0 1.0PUBLICSERVICES,LIFESAFETY 0 4.0 4.0 4.0PUBLICSERVICES,CODEENFORCEMENT 0 5.0 5.0 5.0PUBLICSERVICES,INSPECTIONS 16.0 7.0 7.0 7.0PUBLICSERVICES,ECONOMICDEVELOPMENT 0 3.0 3.0 3.0PUBLICSERVICES,GROUNDSMAINTENANCE 16.0 16.0 16.0 16.0PUBLICSERVICES,SANITATION 13.0 13.0 13.0 13.0PUBLICSERVICES,STREETS 11.0 11.0 11.0 11.0GENERALFUNDTOTAL 300.0 301.5 301.5 301.5PUBLICUTILITIES,ELETRICADMINISTRATION 4.0 4.0 4.0 4.0PUBLICUTILITIES,ELECTRICSYSTEMOPS 5.0 5.0 5.0 5.0PUBLICUTILITIES,ELECTRICENGINEERING 12.5 12.5 12.5 12.5PUBLICUTILITIES,ELECTRICT&D 28.0 28.0 28.0 28.0ELECTRICMETERREADING 5.0 4.0 4.0 4.0ELECTRICFUNDTOTAL 54.5 53.5 53.5 53.5PUBLICUTILITIES,WATER/WASTEWATERENGINEERING

8.0 8.0 8.0 8.0

PUBLICUTILITIES,WATERCONSTRUCTION 7.0 7.0 7.0 7.0PUBLICUTILITIES,WASTEWATERT&D 11.0 11.0 11.0 11.0PUBLICUTILITIES,WATERT&D 5.0 5.0 5.0 5.0PUBLICUTILITIES,WATERTREATMENTPLANT 10.0 10.0 10.0 10.0WATERMETERREADING 1.0 1.0 1.0 1.0WATER/WASTEWATERFUNDTOTAL 42.0 42.0 42.0 42.0TOTALFULLTIMEPERSONNEL 396.5 397.0 397.0 397.0*29Civilian;90LawEnforcement.Duetocurrenteconomicconditionstotalnumberofauthorizedlawenforcementpositionshasbeentemporarilyreducedto90.Staffinglevelswillberestoreduponimprovingeconomicconditions.



DOVERPROFILEThe City of Dover is located in Central Delaware in Kent County and is the capital of Delaware. Dover isapproximately 90miles southof Philadelphia, Pennsylvania and 90miles eastofWashington,D.C.While itspopulation issignificantly less than thatofWilmington,Delaware,Doverencompassesa largerarea thananyothercityontheDelMarVaPeninsula.IncontrasttomostmajorcitiesinthenortheastUnitedStates,Doveriscontinuingtogroweconomically,inpopulation,andinlandarea.TheCityhasanestimatedpopulationof34,288andatotallandareaofapproximately40.63squaremiles.TheCityofDoverwasfounded in1683byWilliamPenn. In1717, itwasofficially laidoutoveranareaof125acresbyacommissionoftheDelawareGeneralAssembly.Dovergrewtonearly1,000acresinsizeby1960.Prodded by the need for better fire protection emphasized by several fire losses, the town began theestablishmentof awater system in1881.Dover is fortunate tobe located above anunderground supplyofwaterwhichhasprovedmorethansufficienttomeetitsneeds.ElectricitycametoDoverabouttheyear1900whenthewaterplantbecametheLightandWaterPlantwiththeinstallationofitsfirststeamgeneratingfacilities.Currentwasinitiallysuppliedforstreetlighting,butbytheyear1902,electricitywasbeingproducedandsoldforcommercial lighting.Theelectricgenerationanddistributionsystemgrewwiththetownandbeyond.Today,Doverprovideselectricitytoapproximately26,954customersinsideandoutsideCitylimits.NorthAmericanEnergyServices(NAES)managesthegenerationplant,andpoweris now purchased utilizing services from PaceGlobal AssetManagement. Customer sales are approximately$98.5millionannually.The greatest periods of expansion inDover occurred in the years followingWorldWar I andWorldWar II.Completionof theDuPontHighway throughout the lengthofDelaware in1924actedasa catalyst.Between1925and1936,Dover'slimitswereextendedanditsinfrastructureimproved.In1937,thefirmInternationalLatexCorporationwasthefirstmajornonagriculturalindustrytoDoverin1937.Ithassincebeenamajorsourceofemploymentinthearea.In theyears immediatelyprecedingWorldWar II, theCityofDoveracquired land for the constructionofanairport.ThislandwasdevelopedandactivatedasDoverAirForceBaseduringWorldWarII.Followingthewar,personnelatthebasewasreducedtoahousekeepingunituntilreactivatedbytheMilitaryAirTransportServicein1954.Sincethattime,ithasbeendevelopedintooneofthelargestmilitaryairfreightterminalsintheworld.Doverwasfirst incorporated in1829underachartergrantedbytheGeneralAssembly.After1929,Doverwasnameda city,andadministrationofalldepartmentsofgovernment cameunder theCityManager.Theonlyexceptionwas the police departmentwhichwas placed under the direction of theMayor. Today, the CityCouncilappointstheCityManager,CityClerk/Alderman,CityTreasurer,CitySolicitor,CityPlanner,FireMarshal,BuildingInspector,andTaxAssessorwhoallreportdirectlytoCouncil.TheMayorcontinuestoappointtheChiefofPolice.AnorganizationalchartisincludedintheIntroductionsection.Dover'sgoverningbodyiscomposedofafulltimemayorandninecouncilmembers,withonecouncilmemberelectedbyCouncil toserveasCouncilpresident.Councilmembersareelected from fourcouncildistrictsandservestaggeredtwoyearterms.OnememberofCouncilandtheMayorareelectedatlargeandalsoservetwoyearterms.TheCouncilisresponsibleforallmattersofpolicyandisalsotheauthorityforlevyingtaxes,securingrevenues,authorizingexpendituresofCityfunds,andincurringCitydebts.



Various committees of the Council study and recommend actions to the full Council. These committees aremadeupofCouncilmembersandcitizenmembersbutmustbechairedbyaCouncilmember.Thecommitteescurrently are: Legislative, Finance, and Administration Committee; Utility Committee; Safety Advisory andTransportationCommittee;andParks,Recreation,andCommunityEnhancementCommittee.

CITYGOVERNMENT

TheCityofDovermunicipalgovernmentconsistsoftheofficesoftheMayor,CityCouncil,andCityManageraswellas13operatingdepartments,eachresponsible forprovidingavarietyofservices to thecitizens that livehere.Theyinclude:CentralServices;CityClerk;CustomerServices;Finance;Fire;HumanResources;InformationTechnology;Parks,Recreation,andLibrary;Planning;Police;PublicServices;TaxAssessor;andPublicUtilities.MAYORTheMayor istheexecutiveandchiefelectedofficialoftheCityofDover. Ingeneral,theMayor istheelectedrepresentativeofthecitizensofDover.TheMayorappointstheChiefofPoliceandisresponsibleforthePoliceDepartment. TheMayor effectively represents the citizens ofDover; corresponds andworkswith staff andelectedofficialsoftheCityinordertomaintainandaddressissuesandconcernswithprioritygiventoprotectingthe quality of life thatwe love and enjoy;maintains and builds communicationswith citizens, the businesscommunity,neighborhoodcivicassociations,andelectedofficialsoftheCity,county,state,andnational levelstoestablishgoalsforthebettermentofthecommunity;promotestheeconomicandsocialinterestsoftheCityandthegeneralwelfareofitscitizens;andservesasanexofficiomemberofallcommittees.CITYCOUNCILThe nine City Councilmembers are the elected representatives of the citizens ofDover. The City Council isresponsibleforappointingtheCityManager,CitySolicitor,CityClerk,FinanceDirector,PlanningandInspectionsDirector, FireChief, FireMarshal, andTaxAssessor.CityCouncileffectively represents the citizensofDover;formulatesandenactspublicpolicyinresponsetocurrentandanticipatedneedswithinpolitical,administrative,andfiscalconstraints;providescommunityleadershipasthelegislativeandpolicymakingbodyofthemunicipalgovernment;supervisesCityadministration;andoverseescitizenboardsandcommissions.CITYMANAGERThe City Manager's office is the management leader for all City Manager departments (Central Services;Customer Services; Electric; Human Resources; Information Technology; Parks, Recreation, and Library; andPublicServices/PublicWorks)andprovidesadministrativesupporttoalldepartments.TheCityManager'sofficecoordinatesCitygovernmentactivities; receivesand responds to citizens complaints, inquiries,and requests;monitors Capital Investments Projects; provides administrative support to Council and Council committees;coordinatesCitylegalworkthroughtheCitySolicitor;andworksatthepleasureofCouncil.TheCityManagersoffice is also responsible for coordinating, preparing, and publishing the City's Capital Investments Plan, theannualbudget,andthebiennialrevenuemanual.CENTRALSERVICESTheCentralServicesDepartmentconsistsoftheCentralServices,FacilitiesManagement,andFleetMaintenancedivisions.CentralServiceshandlespurchasing,warehousing,andissuingofsuppliesforalltheCitydepartments.FacilitiesManagementmaintainsand cleansallCitybuildings. FleetMaintenancehandles theupkeepofCityvehicles.BeginningFiscalYear1999, this functionwasprovided throughacombinationofcontractedand inhouseservice.



CITYCLERKTheCityClerk'sofficeprovidesadministrativesupporttotheMayorandCouncil,oftenactingasliaisonbetweenelected officials and their constituents to resolve concerns and answer questions. It maintains all officialmunicipal records including agreements, easements, and transcripts of all Council and standing committeemeetings. ItservesasthedepositoryforallfundsreceivedbytheCitywiththeClerkacting inthecapacityofAssistantTreasurer.Thisofficecoordinatesandoverseesallofficialelectionsandreferendumsandisresponsibleformaintainingofficialvoterregistrationrecords.CUSTOMERSERVICESThe Customer Services Department is composed of the Customer Service and Meter Reading divisions.CustomerServicebills customers forutility servicesand taxesand receivespayments.Thisareaalsohandlesdelinquentcollectionsandlegalmattersinvolvingbillingforallutilitiesandtaxes.MeterReadingreadsallwaterandelectricmeters.FINANCETheFinanceDepartmentprovidestheCityCouncilwithassistanceinformulatingpoliciesandfinancialanalyses.TheDepartmentoverseesseveraloftheCityskeyfinancialpoliciesandmonitorsinternalcontrols.TheFinanceDepartment coordinates andprovides for theprocessingofall financialdata ina timely,accurate,and costeffective manner. The Department is responsible for debt management, pension fund management,investments,accounting,payroll,accountspayable,andtheannualauditforallCityGovernmentalandBusinessType entities. This allows theDepartment tomonitorbudgetary requirements; to invest theCity's funds forsafety,liquidity,andyield;andtocomplywithallCity,state,andfederallaws.FIRETheFireDepartmentprotectsthelivesandpropertyofthecitizensandvisitorsoftheCityofDoverbyprovidingfiresuppressionandrescueservices.TheDepartmentmaintainsafirecommunicationscenterwhich isstaffed24hoursaday.Italsomaintainsadatabasesysteminwhichoccupantandpreplaninformationisentered.OurFireDepartmentisstaffedbyfourpaiddispatchers,oneadministrativeassistant,and100volunteerfiremen.HUMANRESOURCESTheHumanResourcesDepartmentleadsandsupportstheCityinmaintainingacompetent,capableworkforceandincreatingaworkenvironmentthatreflectsrespectforemployeesandpromoteseffectiveservicedeliveryto citizens. The Department also assists the City management team in recruiting and selecting qualifiedemployeesanddevelopingandincreasingskillsandcapabilitiesofindividualsandworkgroupsthroughfosteringteamwork, supporting cooperative labor relations, and training and skill assessment and development. TheDepartmentmanages,evaluates,andcontrolsfringebenefitprograms;monitorsandprovideslitigationsupportwhen required;andcoordinatesactivitiesaimedatpromotingemployeemoraleand recognition.TheHumanResources Department is responsible for the Citys Safety Program and conducts safetymeetings and siteinspections;developssafetyprocedures;andcoordinatesthepurchaseanddistributionofsafetysuppliesandequipment.TheHumanResourcesDirectoractsaschiefspokespersonforallCityofDovercontractnegotiations.



INFORMATIONTECHNOLOGYInformationTechnologyplansandmanagestheinformationtechnologyintheCitywhichisnecessarytosupportefficientandeffectiveservicestocitizens.PARKS,RECREATION,ANDLIBRARYTheParksandRecreationDepartmentprovidesacomprehensiverecreationalprogramandmanages329acresofparksat25differentlocations.TheParksandRecreationDirectoroverseestheLibrary.TheLibraryprovidesawidevarietyof informationandmaterialswhichhelptofulfilltheeducational, informational,recreational,andculturalneedsof itscustomers.DelawarePreventionNetwork(DPN),aprogramofferedbytheDepartment, isdesigned to educate Delawares youth about the benefits of wellness and the negative consequences ofsubstanceabuseandviolence. Inaddition,DPN furthereducatesyouth toreshapetheir leisuretime,sharpentheirdrug/alcoholresistanceandconflictresolutionskills,andstrengthenfamilyrelationships.POLICEThePoliceDepartment'sroleistoenforcelocal,state,andfederallawsandtoprotectthecitizensofDoverfromcrimeanddisorder.TheDoverPoliceDepartmentenforcesparkingordinancesandoffersservicesofapatrolunit, criminal investigationunit,drug investigation section, youth services section,motorcyclepatrol section,andmarinepatrolsection.TheDepartmentprovidescrimepreventionprograms;establishescommunitywatchgroups;andprovidescontroltovictimsofcrimesortrafficaccidents.Ananimalcontrolsectionisavailable,andlicenses and permits for bicycles, parades, public gatherings, and hunting are issued by the Dover PoliceDepartment.Emergency Preparedness became a function of the Police Department in Fiscal Year 2003. EmergencyPreparedness provides for emergency planning and preparation through developing and coordinatingemergencyresponseplanswithintheCity;providingtrainingtodepartmentsontheEmergencyOperationsPlan;andconductingexercisestotestportionsofthePlan.PUBLIC SERVICES PLANNING & COMMUNITY ENHANCEMENT, ECONOMIC DEVELOPMENT, CODEENFORCEMENTANDINSPECTIONS&PERMITTINGPlanning insures orderly growth within the City, today and in the future through Dover's Zoning Code,Subdivision Regulations, and Comprehensive Plan. The Code Enforcement area conductions propertymaintenance inspectionsandCommunityDevelopmentfacilitatestherehabilitationofexistingstructures.Thisdivision also contains the Inspections and Permitting division which monitors business activities throughlicensing businesses, trailers, mobile homes, multiple occupancy dwellings, charitable solicitors, peddling,handbills,foodhandling,andconstructionprojects.PUBLICSERVICESPUBLICWORKSThePublic Services/PublicWorksDepartment consistsof fiveoperatingdivisions:Administration, Life Safety,Grounds, Sanitation and Streets. TheAdministrationdivision functions as the coordinating armof thePublicWorksDepartment.TheLifeSafetydivisionconsistsoftheEmergencyPlanningCoordinatorandthefunctionsoftheFireMarshalsOffice.TheGroundsdivisionmaintainsthegroundsofallCityownedpropertiesandrightsofwaybyprovidingturfmaintenance,treecare,flowerbedsthroughouttheCity,yardrepairassistancetootherdepartments,andspecialholiday lightingofthedowntownarea.TheSanitationdivision isresponsible forthecollection, transportation,anddisposalofallmunicipalsolidwaste.TheStreetsdivisionperformsroutineandpreventivemaintenanceonallstreets,alleys,parkingfacilities,publicsigns,andpavementmarkings.



TAXASSESSORThe TaxAssessors officemaintains all the City's property tax records. This department discovers, lists, andappraisesallrealpropertyintheCity.PUBLICUTILITIESWATER/WASTEWATERTheWater/WastewaterDepartmenthas fourdivisions:WastewaterManagement,WaterConstruction,WaterManagement,andWaterTreatmentPlant.TheWastewaterManagementdivisionoperatesandmaintainstheCityswastewatercollectionand transmission systemwhich includes34 sanitary sewerpumping stationsandmorethan150milesofundergroundpipe.TheWaterConstructiondivisionhastheresponsibilityofconstructingamajorityofthewater,sewer,andstormsewercapital investmentprojects.TheWaterManagementdivisionoperatesandmaintainsawaterdistribution systemwhich includes sixelevated storage tanksandmore than160milesof varyingdiameterwatermains.TheWaterTreatmentPlantdivisionoperates andmaintains theLongPointRoadWaterTreatmentPlantalongwith15microtreatmentplantslocatedateachofthedeepwellsites.PUBLICUTILITIESELECTRICThe ElectricDepartment has threedivisions:Administration, Engineering, and Transmission andDistribution.TheAdministrationdivisioncoordinatestheactivitiesoftheDepartmentandprovidesadministrativesupportforthe other divisions. The Engineering division designs and develops the electric system and also designs,operates,andmaintains15substationswithacombinedcapacityof196mw.TheDepartmentprovideselectricservice to approximately 22,342 electric customers in a 68 squaremile service area. The Transmission andDistributiondivision is responsible for themaintenanceand repairof thesystemaswellas restorationsafterinterruptionsofservice.TheElectricDepartmentisresponsibleformaintaining68milesof69kVtransmissionlines,and393.55milesofelectricdistributionlines.TheEle

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