Comprehensive Annual Budget Summary for

Transcription

New Castle County
Elected and Selected Officials
For Fiscal Year 2017
Executive (Elected)
County Executive ............................................................................................................... Thomas P. Gordon
Legislative (Elected)
County Council
President of Council ......................................................................................................... Christopher Bullock
Members of Council
First District ........................................................................................................................ Kenneth R. Woods
Second District ...................................................................................................................... Robert S. Weiner
Third District ........................................................................................................................... Janet Kilpatrick
Fourth District ......................................................................................................................... Penrose Hollins
Fifth District .................................................................................................................................... Lisa Diller
Sixth District ....................................................................................................................... William E. Powers
Seventh District .........................................................................................................................George Smiley
Eighth District ........................................................................................................................... John J. Cartier
Ninth District ..................................................................................................................... Timothy P. Sheldon
Tenth District ................................................................................................................................. Jea P. Street
Eleventh District .....................................................................................................................David L. Tackett
Twelfth District ........................................................................................................................ J. William Bell
Row Offices (Elected)
Clerk of the Peace ...................................................................................................... Kenneth W. Boulden, Jr.
Recorder of Deeds ................................................................................................ Michael E. Kozikowski, Sr.
Register of Wills ...................................................................................................................... Ciro Poppiti, III
Sheriff .................................................................................................................................... Trinidad Navarro
Administrative
Chief Administrative Officer ........................................................................................ Timothy Mullaney, Sr.
Deputy Chief Administrative Officer ............................................................................... James D. McDonald
Chief of Staff ............................................................................................................................ Samuel L. Guy
Director of Communications ................................................................................................ Antonio M. Prado
Policy Director....................................................................................................................... Marcus A. Henry
Chief Financial Officer ......................................................................................................... Michael L. Coupe
Chief Human Resources Officer ..................................................................................... Christine R. Dunning
Chief of Administrative Services........................................................................................Tonney A. Gardner
Director of Public Safety ................................................................................................. Joseph A. Bryant, Jr.
Community Services General Manager ................................................................................ Sophia L. Hanson
County Attorney ................................................................................................................... Bernard Pepukayi
Land Use General Manager (Acting)................................................................................ George O. Haggerty
Special Services General Manager (Acting) ...........................................................................J. Wayne Merritt
Budget Office Staff
Senior Budget & Procedures Analyst ................................................................................. Christine Piekarski
Budget & Procedures Analysts ................................................................................................... Michael Kapa
................................................................................................................................................... Russell Morris
.................................................................................................................................................... Nicole Racine
................................................................................................................................................ Joanna Finnigan
Public Information Specialist ......................................................................................... Joseph Szczechowski
Accountant I ................................................................................................................................ Porsha Lopez
Account Clerk III ...........................................................................................................................Tracey Ginn
Special thanks to our Department Managers and staff
for their valuable assistance in providing information needed to publish the
Comprehensive Annual Budget Summary.
National Recognition for the
County’s Budget Document
New Castle County’s annual budget documents are submitted for review by the Government Finance Officers
Association (GFOA). The GFOA has established a program for the review of budget documents to ensure that
budget documents serve four distinct functions, by meeting certain criteria established by career budget officials
from throughout the United States and Canada. The four functions that must be met are:
1.
The budget must serve as a policy document for elected officials and administration to convey how
the organization will operate, and what process will be used to adopt and amend the annual budget.
2.
The budget must serve as an operations guide to the departments and agencies that receive funding
through the budget. That includes identifying the resources (dollars and staffing) to be provided and
the objectives to be met.
3.
The budget must serve as a financial plan, divulging all sources of funding and how those sources
will be used. The budget should show data for multiple years so that the new budget can be compared
with prior years’ data.
4.
The budget must serve as a communications device to convey essential information to the diverse
groups who use budget information – elected officials, the public, the news media, other governments,
bond rating agencies and investors. This purpose is served through a variety of devices: charts and
tables, summary explanations, a glossary, assumptions, policies, etc.
New Castle County has received GFOA’s Distinguished Budget Presentation Award for its most recent budget
document, the FY2016 Annual Budget, and for each of the twenty-five preceding years’ budget documents.
The GFOA award is good for a single year. New Castle County believes the FY2017 budget documents will
continue to conform with program requirements and will submit them to the GFOA to determine the County’s
eligibility for another award. Continued participation ensures that documents prepared by County staff continue to
convey information in a usable form for the variety of groups who use the budget document.
New Castle County
Comprehensive Annual Budget Summary
Table of Contents
Page
COUNTY OFFICIALS
DISTINGUISHED BUDGET PRESENTATION AWARD
TABLE OF CONTENTS
i
TRANSMITTAL LETTER
County Executive’s Transmittal Letter
v
READER’S GUIDE
Guide to the Document
1
The Budget Document
2
Unincorporated and Incorporated Areas Map and Regional Map
3
Governance Map
4
The New Castle County Community
5
History of New Castle County
6
Organization Chart
8
Boards and Commissions
9
Full-Time Positions
12
Budgetary Process
The Budget Cycle
14
Budget Cycle Descriptions
15
Budget Roles and Responsibilities
17
Explanation of Budget Presentation
Budget Presentation Format
18
Budgetary Basis
18
General Budgetary Controls
19
Definition of a Balanced Budget
20
Performance Management
20
Funds Structure
21
Reader’s Index to the Operating Budget
22
FY2017 County Real Property Tax Rates
25
Rate History 1995 – 2017
26
Table of Contents
i
New Castle County
Table of Contents
READER’S GUIDE (Continued)
Page
Explanation of Budget Presentation (Continued)
Population Projections
27
Per Capita Budget
28
Average/Median Tax Bill
30
Statistics of New Castle County
31
Promoting Economic Growth
35
POLICY INITIATIVES
Mission Statement
39
Programmatic Policy Goals and Objectives
40
Financial Policies, Objectives and Accomplishments
42
Key Financial Policies (KFP)
50
Other Significant Policy Initiatives
53
BUDGETARY PROFILES
Budgetary Profiles Overview
55
Percentage of Budget by Fund
56
Sources of Funds Summary
58
Uses of Funds Summary
59
Summary of Operating Budget Appropriations
60
Projected Financial Condition
61
Summary of Sources and Uses of Funds -
ii
Comparative Schedules
64
Combined Budgetary Schedules
68
Table of Contents
New Castle County
Table of Contents
OPERATING BUDGET SUMMARY
Comparative Summary of Sources and Uses of Funds
Page
75
Funding Summaries
(How Revenues are Estimated, Revenue Assumptions and Summaries)
76
Estimated Grants for FY2017
91
Program Summaries
92
Departmental Highlights
County Council
97
County Executive
103
Administration
109
Row Offices (Prothonotary, Register in Chancery, Register of Wills, Recorder of Deeds,
Sheriff, and Clerk of the Peace)
125
Department of Special Services
135
Department of Land Use
149
Department of Community Services
159
Department of Public Safety
173
Debt Service, Contingencies, and Ethics Commission
195
CAPITAL BUDGET SUMMARY
Introduction
211
Overview of the Capital Program and Budget Development
212
Capital Projects and Operating Budget Relationships
217
Annual Operating Budget Impact
218
Table of Contents
iii
New Castle County
Table of Contents
CAPITAL BUDGET SUMMARY (Continued)
Page
The Linkage Between the Comprehensive Development
Planning Process and the Capital Program and Budget Process
219
Quarterly Capital Review
222
Fiscal Year 2017 Capital Budget Department and Funding Summary
223
Fiscal Year 2017 Capital Budget and Program Summary
225
Capital Expenditure Activity for Six Years
227
Departmental Profiles
228
APPENDIX
iv
Miscellaneous Statistics
271
Position Changes by Department FY2016 to FY2017
273
Full-Time Positions by Department Fiscal Years 2015-2016-2017
277
Acronyms
293
Glossary
297
Index
305
Table of Contents
Thomas P. Gordon
County Executive
NEW CASTLE COUNTY
87 Reads Way
New Castle, DE 19720
OFFICE OF THE EXECUTIVE
August 2016
To the Members of New Castle County Council
and to all New Castle County Citizens
It is my pleasure to present New Castle County’s Comprehensive Annual Budget Summary for Fiscal Year 2017.
Fiscal Year 2017 marks the fourth budget submitted under my third term as New Castle County Executive and
incorporates my pledge to not raise property taxes on our homeowners and local businesses.
The FY2017 approved Operating Budget is $267.3 million, which is $10.6 million more than last year’s budget, or
a growth of 4.12%. The primary increase is due to personnel costs. The general fund budget is $184.8 million, sewer
fund budget is $73.0 million, light tax fund budget is $5.8 million and school crossing guards budget is $3.7 million.
The majority of the Capital Budget of $55.6 million will go towards repairing and improving our aging sewer
systems ($22.4 million), parks ($11.2 million), the Route 9 Community Library ($7.5 million), and public safety ($3.6
million).
The Fiscal Year 2017 Capital and Operating Budgets will provide the financial means to make continuous and
sustained progress toward the following:
Programmatic Policies
To ensure a safer community by protecting citizens with high-quality and well-prepared law enforcement,
emergency medical services, emergency communications services, and effective code enforcement.
To nurture stronger, more connected communities with diverse and affordable housing options, strong
civic engagement, opportunities for young people, as well as programs and facilities that enhance our
quality of life and sense of place.
To support diversified and sustainable economic growth that provides good jobs, encourages innovation,
and supports redevelopment.
To make our environment healthier and more attractive by preserving open space, ensuring the quality of
our water and reliability of our sewer system, while improving our planning for future growth.
To do the business of government ethically and transparently by providing access and open lines of
communication between the public and government, delivering high-quality and responsive services to
customers, and recruiting, retaining, and valuing a diverse, professional workforce.
Transmittal Letter
v
HIGHLIGHTS OF THE APPROVED 2017 OPERATING BUDGET
The Fiscal Year 2017 Operating Budget is $267.3 million. This reflects an increase of 4.1% over the Fiscal Year
2016 budget. The Fiscal Year 2017 budget will enable the County to provide for a safe, attractive, well-balanced
community through quality services and programs. Our budget provides funding for public safety, environmentally
sound wastewater operations, quality development standards, effective code enforcement, recreational and cultural
programs, active partnerships with our community groups, and well-maintained public facilities.
NewCastleCounty
FiscalYear2017ApprovedOperatingBudget
Percentage ofBudgetbyFund
SewerFund
$72,990,659
27%
GeneralFund
$184,766,473
69%
StreetLight
Fund
$5,789,961
CrossingGuard
2%
Fund
$3,736,625
2%
Highlights of our Operating Budget include:
Employees and Compensation
There are 1,600 authorized full-time positions for Fiscal Year 2017. In addition, there are funds budgeted to employ
school crossing guards and seasonal/part-time employees as needed. The total budgeted compensation for employees
for the fiscal year, including merit steps and benefits, equals $164.5 million, or about 61.5% of the Operating Budget.
In the General Fund, employee compensation represents 77.6% of the budget.
Key costs of compensation:
$93.4 million for full-time salaries.
$7.1 million for overtime.
$4.8 million for part-time/seasonal, including crossing guards.
$27.5 million for employer healthcare contributions.
$19.7 million for employer pension contributions.
vi
Transmittal Letter
HIGHLIGHTS OF THE APPROVED 2017 OPERATING BUDGET (Continued)
Public Safety Services
x
Funding of $60.3 million to provide for 400 police officers and support services to protect our communities.
x
Emergency Medical Services funding of $18.3 million, which will fund 122 paramedics.
The State of
Delaware reimburses the County for 30% of the costs.
x
Emergency Communication Center funding of $10.5 million, which includes staffing of 86 positions.
x
Funding of $4.3 million for our partnership with 21 local volunteer fire companies, which provide our residents
fire, ambulance, and rescue services.
x
County match of $0.4 million for Emergency Management.
Library Services
x
Library budget of $13.5 million, which covers operating costs of our 15 department libraries ($11.1 million)
and contractual libraries ($2.4 million).
x
Authorized staffing of 84 full-time positions.
x
Circulation of over $4.0 million of materials.
x
Opening of the Route 9 Library.
Environmental Services
x
Sewer payment to the City of Wilmington of $18.4 million for wastewater treatment.
x
Electric budget of $1.5 million, primarily to operate 176 sewer pump stations and 4 treatment plants.
x
Sewer flow meter maintenance and monitoring.
x
Miss Utility funding to provide program support to minimize environmental accidents.
x
Drainage ponds maintenance.
x
Debris pit remediation funding.
Asset Management and Internal Services
x
Fleet maintenance, including gasoline purchases of $1.6 million, is funded at $7.0 million for 1,820 total units.
x
Facility maintenance of County buildings is funded at $7.2 million for 58 buildings of over 1.2 million square
feet.
x
Property maintenance of grounds and forestry work is funded at $7.5 million for over 5,900 acres of Countyowned or managed land.
x
Information technology is funded at $7.6 million to provide well-managed, secure, and accessible technology.
Transmittal Letter
vii
Community-Related Services
x
Property maintenance code enforcement staff of 30 positions and a budget of $3.8 million.
x
Recreational, social, and cultural services that are fee-based are provided by offering programs to the public.
The budget for operating these services is $4.2 million.
x
Community planning, zoning, and review will be funded at $2.3 million.
x
Licensing and enforcement of drainage, building, plumbing, and mechanical codes will be funded at $5.9
million, and have authorized staffing of 58 positions.
Debt Service
x
General Fund payment of principal and interest obligations totaling $17.5 million.
x
Sewer Fund payment of principal and interest obligations totaling $18.0 million.
Property and Sewer Rates
New Castle County has two principal revenue sources: property tax and sewer fees.
The approved unincorporated tax rate for Fiscal Year 2017 is unchanged and will be $0.7006 per $100 of assessed
valuation. The average unincorporated annual residential tax bill will be $519. On average, residents pay
approximately $1.42 a day for County services.
The composite flow rate for residents who utilize the County’s sewer infrastructure will remain unchanged at
$5.74033 per 1,000 gallons. The average residential sewer charge will be $276. On average, residents pay $0.75 per
day for sewer service.
ApprovedOperatingBudget
FiscalYear2010Ͳ 2017
$300
$250
$228.9
$238.5
$256.1
$241.9 $243.1 $248.8
$256.7
$267.3
$200
$150
$100
$50
Budget 2010
2011
2012
2013*
2014
2015
2016
2017
Growth Ͳ4.8%2.9%1.4% 0.5%2.1%3.0% 0.2%4.1%
*RestatedtoreflectthetransferofIT/FleetfundingfromOperatingtoCapital.
viii
Transmittal Letter
ALL FUNDS…$267,283,718
WheretheMoneyComes
frombySourcesofFunds
RealEstateTransfer
Tax
9.5%
SewerCharges&Fees
26.4%
ServiceCharges&
Fees
8.3%
Licenses&Permits
2.5%
Intergovernmental
2.7%
UseofMoney&
Property
SpecialAssessments
3.7%
3.3%
RealEstateTaxes
41.6%
UseofAvailableCash
Balances
2.0%
WheretheMoneyGoesbyLineItemCategory
Contractual
Services/Other
14.2%
DebtService
13.3%
Salaries/Benefits
61.5%
Comm.&Utilities
11.0%
WheretheMoneyGoesbyType
GeneralGovernment
Services
10.8%
PublicSafety
36.7%
RowOffices
2.6%
DebtService
13.3%
CommunityServices
7.5%
Transmittal Letter
SpecialServices
24.0%
LandUse
5.1%
ix
NewCastleCounty
FiscalYear2017ApprovedGeneralFundBudget
Lic/Permits/Other
3.6%
ServiceCharges
&Fees
12.0%
Intergovernmental
Revenues
3.9%
PropertyTax
60.2%
SourcesofFunds...$184,766,473
RealEstate
TransferTax
13.7%
Useof
Money/Property
6.6%
DebtService
9.5%
Employee
Compensation
77.6%
Uses ofFunds...$184,766,473
*OtherCosts
12.9%
*Othercostsincludeutilities,
supplies, contractualservices,
equipmentandfixedcharges.
Our GENERAL FUND supports the majority of our public services including police, emergency medical services,
emergency communications, parks, recreation, libraries, and land use. The Fiscal Year 2017 General Fund spending
budget of $184,766,473 reflects an increase of $10,664,868 or 6.1% more than the Fiscal Year 2016 General Fund
budget. Employee Compensation costs, which include salaries and employee benefits, represent 77.6% of the General
Fund costs.
Services provided to the residents of this County through the General Fund are financed primarily through the
property tax on real estate. Total sources of funds are $184,766,473 to finance General Fund appropriations. Property
tax revenue represents 60.2% of revenue sources. The Real Estate Transfer Tax represents 13.7% of revenue to New
Castle County, while service charge fees (Recorder of Deeds, Register of Wills, Sheriff, etc.) generate 12.0% of
revenues.
Additional information by fund is available in the Operating Budget Summary and the Budgetary Profiles tabs in
this document.
x
Transmittal Letter
HIGHLIGHTS2)7+($33529('23(5$7,1*%8'*(7 (Continued)
NewCastleCounty
FiscalYear2017ApprovedSewerFundBudget
SewerCharges&
Fees
98.5%
UseofMoney/
Property/Other
1.5%
SourcesofFunds...$72,990,659
DebtService
24.6%
Administrative
9.3%
Employee
Compensation
25.5%
Contractual
Services/Other
13.0%
Uses ofFunds...$72,990,659
Comm.&Utilities
27.6%
The SEWER FUND, which supports the County’s wastewater service, includes appropriations for all day-to-day
operations. The total appropriation for the Fiscal Year 2017 Sewer Fund is $72,990,659, an increase of $25,878, or
0.04% over the Fiscal Year 2016 Sewer Fund budget.
Funding of sewer services is borne by the wastewater system users. Residential and commercial are the major
revenue sources for the system. Residential customers, who represent 97% of our accounts, provide 47% of the user fee
revenues. The largest expenditure for the Fiscal Year 2017 Sewer Fund is the $18.4 million payment to the City of
Wilmington for sewage treatment.
Additional information by fund is available in the Operating Budget Summary and the Budgetary Profiles tabs in
this document.
Transmittal Letter
xi
CAPITAL BUDGET HIGHLIGHTS
The Fiscal Year 2017 Capital Budget of $55,554,483 provides funding for major projects throughout the County
that will expand and enhance services to our residents. This year’s Capital Budget expenditures include: security and
building upgrades for various County facilities, purchase of Fleet equipment for both capital and sewer, parkland
improvements, playground equipment, sewer facilities, library construction, upgrades for public safety and technology
upgrades and enhancements.
Of the entire infrastructure that New Castle County builds and maintains, the
most essential to a healthy, vibrant society is the extensive network of sewers and
sewage treatment facilities. The growth that occurs in New Castle County must be
sustainable and built on a foundation of infrastructure that meets our citizens’
needs. Major rehabilitation projects taking place in Brandywine Hundred and Red
Clay ensure that our infrastructure receives the attention it requires to continue
serving the public’s needs while protecting our environment. The Brandywine
Hundred North and South Rehabilitation projects are programmed for an additional
$8.0 million through Fiscal Year 2018. The Christiana River Force Main project is
programmed for an additional $10.0 million through Fiscal Year 2022. The Airport
Road System Rehabilitation project is programmed for $17.0 million through
FY2022.
Terminal Avenue System Rehabilitation and Edgemoor System
Rehabilitation projects are programmed for a total of $29.2 million through
FY2022. White Clay System Rehabilitation is programmed for $26.8 million
through FY2022.
Sewer Rehabilitation
The Fiscal Year 2017 Capital Program includes a projected $41.7 million through Fiscal Year 2022 to be used for
upgrades to Playground Equipment, Game Courts, General Parkland Improvements, Pavilion Renovations, Parkland
Acquisition, District Parks, Greenways, Maintenance Bases and construction of regional parks. County parks are free
for everyone, and extremely popular with citizens of all ages. New Castle County is committed to provide ball fields,
walking trails, and sports complexes that serve an active society and encourage interaction among citizens.
FY2017CapitalBudget
Parks
20.2%
Community
Services
13.5%
Facilities/
Equipment
15.0%
PublicSafety
6.4%
Sewer/
Stormwater
40.3%
xii
Administration
4.6%
Transmittal Letter
CAPITAL BUDGET HIGHLIGHTS (Continued)
Renovations and expansions to the New Castle County library system continue in several areas of the County. The
following libraries will receive funding in the Fiscal Year 2017 Capital Budget: the Route 9 Community Library will
receive $7,522,233 in FY2017. The Southern Library project has $3,933,000 programmed for Fiscal Year 2018. Once
completed, these projects will become not only literary resource centers, but also focal points for our communities.
Funded with a combination of County, State and private dollars, our libraries are visible monuments to the success of
public-private partnerships.
Artist’s Rendering of the Route 9 Community Library
The public’s safety and well-being is always a primary concern for New Castle County government. Our
investments in training and equipping public safety personnel result in stronger and better supported communities. This
history will continue in Fiscal Year 2017 with the replacement of 800 MgHZ Communications Equipment, the
upgrading of the Computer System for the Emergency Communications System, and renovations to the Public Safety
facility.
The County has also stepped in to help communities with stormwater
management. An additional $1,000,000 of bond funding has been budgeted in
Fiscal Year 2017 for repair of failing stormwater management ponds. These
funds will increase the investment to mitigate flood and stormwater
management problems to $35.0 million since inception.
Technology is the key to improving our productivity, efficiency, and
customer services. This year’s appropriation of $2.6 million will help to
upgrade the countywide computer network and implement additional technical
business solutions throughout New Castle County.
Paramedics
Transmittal Letter
The County continues to review and update capital projects and
procedures. The review will evaluate all projects in the Capital Program,
operating budget impacts of new capital projects, and integration of the
County’s comprehensive development planning process and infrastructure
investments.
Additional Capital Budget information is available at
www.nccde.org or by calling the Office of Finance at (302) 395-5170.
xiii
CAPITAL BUDGET HIGHLIGHTS (Continued)
FISCAL YEAR 2017 CAPITAL BUDGET
SELECTED PROJECTS
xiv
Transmittal Letter
FINANCIAL CONDITION PROFILE

Rating
New Castle County was first awarded the AAA bond rating in February 2001 from Standard and Poor’s; and in
October 2002 both Moody’s Investor Service and Fitch Ratings award the AAA bond rating. Concentrated efforts have
been made to maintain and improve the County’s “high-grade” ratings for its general obligation bonds through
innovations in financial and debt administration. On January 21, 2015, Fitch Ratings of New York and Standard and
Poor’s of New York affirmed New Castle County’s AAA ratings. On January 22, 2015, Moody’s affirmed the Aaa to
New Castle County. Attaining the top bond rating from all three rating agencies reflects the strong financial
management and planning capabilities, and the quality of its elected and administrative leadership, as well as its
activity, wealth and social characteristics. These high-grade ratings will reduce the cost of raising capital for County
projects and will result in a substantial savings for the County taxpayers. The County will continue to seek ways to
improve and maintain these ratings so as to provide the finest quality services and lowest cost.

Reserves
One measure of financial strength for our County government is the level of cash reserves. In April 2001, County
Council passed Ordinance 01-035 to legislate a Budget Reserve Account, or “Rainy Day” fund, within the General and
Sewer Funds. The amount in each fund at the end of each fiscal year is set to 20% of the total estimated revenues for
the following fiscal year. County Council may, by a 10/13 vote, appropriate funds from those accounts that are needed
for unanticipated deficits or revenue shortfalls. Any change to the percentage allocation of the Budget Reserve Account
would also require a 10/13 vote by County Council. This legislation ensures these resources will be set aside in a “rainy
day” account for a true emergency.
In addition, County Council passed Ordinance 05-024 to fund the Tax Stabilization Reserve Account in the General
Fund, and the Sewer Rate Stabilization Reserve Account in the Sewer Fund. The amount of these accounts would be
established annually by New Castle County Council. County Council may appropriate revenues from these accounts as
may be necessary to balance the annual operating budget or to cover budgeted capital costs that would otherwise require
the issuance of bonds or payment of a tax or sewer rate increase. The following is a list of estimated reserves:
Reserves
General Fund
Sewer Fund
Budget Reserve Account (Rainy Day)
$36.1
$14.6
Tax Stabilization Reserve Account (a)
$37.0
N/A
Sewer Rate Stabilization Reserve Account (a)
N/A
$10.0
(a) Estimated as of 6/30/2016
Note: Excludes RTT Reserve $7.0 million; Strategic Economic Development Designated Fund $7.5 million; and
Sewer Capital Recovery Fee Designated Fund $20.6 million

Financial Projections
The following table presents the County’s General Fund financial forecast through Fiscal Year 2020. The County
will continue to take steps toward restoring the structural balance of the General Fund. These steps will include
reducing spending, aligning cost of services with revenues, finding new revenue sources, and restraining new spending.
General Fund (in millions)
2016
2017
2018
2019
2020
Revenues/Transfers*
Expenditures
$177.2
$177.2
$183.7
$182.9
$185.6
$190.1
$188.3
$196.1
$191.1
$200.9
Revenues/Transfers over Expenditures
($0.0)
$0.8
($14.5)
($7.8)
($9.8)
Available Financial Reserves**
$37.0
$37.8
$33.3
$25.5
$15.7
*Revenues include interfund transfers.
**Excludes Rainy Day Reserve $36.1 million at 7/1/2016; RTT Reserve $7.0 million; Strategic Economic Development
Fund Reserve $7.5 million.
Transmittal Letter
xv
CONCLUSION
I want to thank our County employees for their dedication and sacrifice on behalf of our fellow citizens. Our
employees are truly the heart and soul of a tremendous team effort. The high quality services provided to the residents
by New Castle County employees are valuable. Whether it’s responding 24 hours-a-day to a public safety emergency,
or a sewer back-up, or whether it’s keeping our parks and libraries in great condition for the public to enjoy, I appreciate
their hard work.
In closing, I and the County workforce look forward to serving our residents and making New Castle County a
great place for our citizens to live.
Sincerely,
Thomas P. Gordon
County Executive
xvi
Transmittal Letter
Reader’s Guide
The Reader’s Guide provides assistance in using the 2017 New Castle County Budget document. Its primary
goal is to facilitate the readability of the budget document and to increase its effectiveness as a communication
device between New Castle County government and its citizens. In this section, readers can find answers to
frequently asked questions and be directed to other sections of this document to find information such as:
Guide to the Document
What is contained in each tab or section ....................................................................Page 2
Who represents the County ........................................................................................Page 4
How the County is organized .....................................................................................Page 8
What is the budgetary process ..................................................................................Page 14
What are the departments and funds in the budget ...................................................Page 21
How your County tax dollar is spent ........................................................................Page 25
Historic Tax/Sewer Rates .........................................................................................Page 26
Population Projections..............................................................................................Page 27
What is the per capita budget ...................................................................................Page 28
Statistics of New Castle County ...............................................................................Page 30
Promoting Economic Growth ...................................................................................Page 35
Operating Budgetary Profiles ...................................................................................Page 55
Capital Budget Summary ...................................................................................... Page 211
Acronyms ...............................................................................................................Page 293
Glossary .................................................................................................................Page 297
Index .......................................................................................................................Page 305
Property Taxes and Uses
What are the property tax rates .................................................................................Page 25
What is the value of County services .......................................................................Page 29
New and existing business changes in 2016-2017 ...................................................Page 35
How much is received from property taxes ..............................................................Page 80
What is the property tax assessment growth ............................................................Page 82
Reader’s Guide
1
The Budget Document
The contents of tabbed sections in this document are summarized below:
Table of Contents
Provides readers with the type of information, the tabbed location and the page number.
Transmittal Letter
Formally transmits the budgets to the New Castle County Council and its citizens. This
communication contains summaries of major initiatives in the budget, significant
accomplishments, and noteworthy policy issues facing the County.
Reader’s Guide
Provides assistance on using the budget document, locating information, and contains information
regarding staffing levels, budgetary funds, budgetary processes, organizational relationships,
economic development, as well as a profile of the community.
Policy Initiatives
Communicates the County’s mission and major programmatic/financial policies, goals, objectives
and accomplishments.
Budgetary Profiles
Provides overviews of all budgetary funds subject to appropriation. Schedules, tables and graphs
provide summaries of the sources and uses of funds for the prior year actual, current year actual,
and proposed budget year.
Operating Budget Summary
Provides revenue and expenditure trends and assumptions with an explanation of major changes
for the fiscal year. Departmental services, goals and objectives, and selected organizational
performance measures are presented.
Capital Budget Summary
Provides detail for capital projects approved for FY2017. The chapter discusses funding sources,
debt service, the capital improvements planning cycle and criteria used to establish priorities.
Appendix
Provides miscellaneous statistics about the County’s full-time positions for three fiscal years,
acronyms, a glossary of terms, and an index.
2
Reader’s Guide
New Castle County & Regional Map
New Castle County
Delaware
Regional Location
Yellow Area indicates
New Castle County
Unincorporated &
Incorporated Areas
Reader’s Guide
3
New Castle County Governance Map
County Executive
Thomas P. Gordon
County Council President
Chris Bullock
First District
Second District
Third District
Fourth District
Fifth District
Sixth District
Seventh District
Eighth District
Ninth District
Tenth District
Eleventh District
Twelfth District
4
Kenneth R. Woods
Robert S. Weiner
Janet Kilpatrick
Penrose Hollins
Lisa Diller
William E. Powers
George Smiley
John J. Cartier
Timothy P. Sheldon
Jea P. Street
David L. Tackett
J. William Bell
Reader’s Guide
The New Castle County Community
The State of Delaware (the “State”) is composed
of three counties: New Castle, Kent, and Sussex, of
which the northernmost is New Castle. All of New
Castle County’s towns and cities are independent,
incorporated municipalities, each with its own
powers of taxation. Two of the three major cities in
the State, Wilmington and Newark, are located in
New Castle County.
The County Government was established in
January 1967, replacing the Levy Court Commission
with a Council-Executive form of government. The
powers and duties of the County Government are set
forth in Chapter 11, Title 9 of the Delaware Code.
The County Government is composed of (i) a
legislative body (the “Council”), and (ii) an
administrative body headed by the County Executive
(the “Administration”), which now includes five
operating departments as a product of the 1998
Countywide reorganization, and four judiciary (row)
offices.
The County is bordered on the east for 40 miles
by the Delaware River, on the north by Pennsylvania,
on the west by Maryland, and on the south by Kent
County, Delaware. The County comprises a land
area of approximately 437 square miles. The City of
Wilmington, the County seat, is the largest
incorporated city in the State.
The Council, which has all legislative powers, is
composed of a President who is elected at-large, and
12 members representing each of the County’s
respective districts. The County Executive, who is
elected at-large and is limited to no more than two
consecutive four-year terms, is responsible for the
entire range of executive, administrative, and fiscal
duties performed by all County departments,
agencies, and offices.
The County Executive
appoints a Chief Administrative Officer who assists
the County Executive in the supervision of the
executive and administrative agencies of the County,
and is responsible by code for the Annual Operating
Budget, the six-year Capital Program, and the Annual
Capital Budget of the County. The four judiciary
(row) offices have elected officials who serve fouryear terms.
The County is divided into two physiographic
provinces. The Fall Line, which passes through the
cities of Newark and Wilmington, separates the
crystalline rocks of the Piedmont (the northern
quarter of the County) from the unconsolidated
sediments of the Coastal Plain (the balance of the
County and State). Elevations in the County range
from sea level to a maximum of 447.85 feet in
Brandywine Hundred, the highest point in the State.
Reader’s Guide
5
History of
The County That Started a State…That Started a Nation…
New Castle County, Delaware is located in
the Middle Atlantic region. Bordered by
Pennsylvania to the north, Maryland to the
west, the Delaware River to the east, and Kent
County, Delaware, to the south, New Castle
County is the northernmost of Delaware’s
three counties, the smallest in area but the
largest in population.
Native Americans had lived in the area for over
10,000 years. The rivers and streams provided a
generous variety of marine life and the land
supported both the wildlife and a wide range of
vegetation. The Lenapes worked with the traders
until, plagued by new diseases and faced with a threat
to their way of life, they moved away from the areas
being settled by Europeans.
New Castle County has a rich history, as the
home of early European settlements, a center of
industry in the colonial era, home to three signers of
the Declaration of Independence, and the first county
in the first state.
With the migration of the Lenapes, who had no
notion of even the concept of land ownership, there
were no practical impediments to permanent
settlements along the Delaware. And, as wildlife
populations steadily decreased due to over-hunting,
agriculture became more common.
To early European explorers, the land along the
Delaware River and Bay looked like a gold mine.
The native Lenni Lenapes were a peaceful tribe with
no centralized governing structure.
Abundant
wildlife made the area ideal for hunting; not only was
there ample meat for eating, but there was easy
money to be made by fur traders.
New Castle County, as a government unit, was
formed in 1673 when the military governor for the
ruling Dutch set up three judicial districts on the
western shore of the Delaware River. During the
early days following European colonization, control
of the land along the Delaware River went back and
forth between the Dutch and the Swedes.
New Castle County
6
Reader’s Guide
New Castle County
New Castle County underwent a
number of changes in political control
and in boundaries. It was controlled
by the Swedes and the Dutch before
the British prevailed. Part of the land
granted to William Penn, New Castle
County was at one time part of
Pennsylvania,
and
later,
had
boundaries that extended into what is
now New Jersey and Maryland. In
1704, William Penn granted the
colonists in what is now Delaware the
right to their own assembly, while still
sharing a governor with Pennsylvania.
Therefore, in 1967, the State
General Assembly approved an
Executive/Council form of government
for New Castle County. The County
Executive is elected to a four-year
term and can only serve consecutively
for two terms. County Council is
comprised of 13 members, one
member elected from each of 12
councilmanic districts and the Council
President, who serves at large.
Councilmembers serve four-year
terms and the terms are staggered such
that half of Council comes up to reelection every two years (except
following redistricting). There are no
term limitations for Councilmembers.
Delaware played a critical role in
the Revolutionary War. The state sent
representatives to the Continental
Congress.
Three signers of the
Declaration of Independence lived in
New Castle County. The only battle of
the Revolutionary War to take place on
Delaware soil occurred in New Castle
County, at Cooch’s Bridge, south of
Newark.
As the first state to ratify the
Constitution, Delaware proclaims itself
the First State. New Castle County, as
the
first
regional
jurisdiction
established, is proud to be the First
County of the First State.
During the Civil War, Delaware
was a border state. While the two
lower counties lent more support to the
South, New Castle County was
supportive of the Union. Major links
in the Underground Railroad were
located in New Castle County.
Prior to 1967, New Castle County
was governed by a three-person Levy
Court. With the growth in population
and in the complexity of government,
the Levy Court system was no longer
the most effective means of county
government service delivery.
Reader’s Guide
The New Castle County Courthouse was constructed in 1732
on the side of an earlier court house. New Castle County was
originally Delaware’s capitol and the meeting place of the State
Assembly. In 1777 during the Revolutionary War, the capitol
was moved to Dover following concerns regarding New Castle’s
proximity to the Delaware River.
7
How the County is Organized
8
Reader’s Guide
New Castle County
Boards and Commissions
The New Castle County Executive and County Council appoint residents to serve in a variety of capacities on its
boards and commissions.
COUNTY COUNCIL
Audit Committee – The Audit Committee is a five-member public board, mandated by County law that is responsible for:
establishing an audit schedule for the coming year; monitoring the progress of ongoing audits; following up on audits
previously completed; considering special audit requests or needs expressed by Council, the Executive or the Chief
Financial Officer; preparing an annual performance appraisal of the Auditor for consideration by Council in its annual
performance review; assisting the Auditor with any problems encountered in the execution of his duties, ensuring
maximum cooperation between the work of the Auditor and the auditing needs of the Council, the Executive and external
auditors; recommending to Council any staffing, equipment or office needs necessary for improving the operating of the
Auditor’s office; considering input from and consulting with, when appropriate, the County Office of Finance; and
establishing a peer review of the Office of the County Auditor at least every three (3) years.
FINANCE
New Castle County Financial Advisory Council (NCCFAC) – The New Castle County Financial Advisory Council is a
nine-member board that meets at least three times annually and otherwise as determined by the Chairperson. The purpose
of the board is to: advise the County Executive, County Council, and Chief Financial Officer regarding current and
projected economic conditions and trends, particularly as they affect New Castle County.
Other Post-Employment Benefits (OPEB) – The Other Post-Employment Benefits Board of Trustees oversees the
management of the healthcare trust fund for New Castle County retirees.
Board of Assessment Review – The Board of Assessment Review hears appeals from any property owner who alleges that
his/her property has been improperly assessed for the purposes of taxation. The Board, on the basis of evidence presented
at the appeal hearing, determines whether the assessment is correct. If the Board finds that the assessment is greater than it
should be, the Board then orders the Assessment Office of the Office of Finance to reduce the assessment to the amount
established by the Board. The Board also hears appeals from denials by the Office of Finance of applications of property
tax exemptions.
LAND USE
Board of Adjustment – The Board of Adjustment hears requests from property owners for variances from a variety of
County laws and regulations.
Historic Review Board – The Historic Review Board makes recommendations and delineations for historic district
boundaries, maintains a survey of historic properties and reviews permits relative to historic properties.
License, Inspection & Review Board – The License, Inspection & Review Board hears appeals regarding the issuance,
transfer, renewal, refusal, suspension, revocation or cancellation of a County license or with respect to the effect of any
County inspection.
Reader’s Guide
9
New Castle County
Boards and Commissions (Continued)
LAND USE (Continued)
Planning Board – The New Castle County Planning Board is a nine-member public board, mandated by State law, that
is responsible for reviewing proposed changes to zoning, subdivision regulations, deed restrictions and the
Comprehensive Development Plan. Deed Restriction Changes refer only to those deed restrictions to which New Castle
County is a party or a beneficiary. This does not include community deed restrictions. Following review and a public
hearing, the Board issues recommendations on these proposals which are provided to County Council prior to their
taking action. The Planning Board is also tasked with rendering a final decision on subdivision variances and appeals of
Land Use Department interpretations of subdivision regulations. These, too, are discussed at a public hearing and
testimony taken, before the Board acts to render a decision.
Resource Protection Area Technical Advisory Committee (RPATAC) – The RPATAC provides technical support
and submits recommendations to the Department of Land Use regarding issues impacting protected environmental
resources.
Rental Housing Advisory Board – The Rental Housing Advisory Board advises the Department of Land Use on
matters of policy and implementation of the rental housing registration, inspection, and Tenants’ Rights Guide
programs. Studies the effectiveness of the program and suggests changes for improvement to the Department of Land
Use, including proposing additional rental unit inspection criteria and reviewing the random inspection process.
Approves revisions to the Tenants’ Rights Guide as necessary; revisions shall be made by the Department of Land Use
and approved by a majority of the Committee. Maintains an ongoing dialogue between the Department of Land Use,
landlords, residential rental property owners, tenants, civic associations and the community. Initiates reviewing, hearing
and making recommendations to County Council.
Design Review Advisory Committees (DRAC) – A DRAC is responsible for reviewing land development applications
to ensure compliance with the Community Redevelopment Plan and/or Design Guidelines Manual and making
recommendations to the Department of Land Use. In addition, the committees review and make recommendations
regarding revisions and updates to the Community Redevelopment Plan and/or Design Guidelines Manual based on
community standards. The current DRACs are: Centreville Village, Claymont, Hockessin Village and North St.
Georges.
COMMUNITY SERVICES
Community Services Advisory Board – The Community Services Advisory Board, made up of nine members, advises
the General Manager of the Department of Community Services on issues relating to the functions of the Department
and establishes any subcommittees that may be related to the functions of the Department.
Housing Advisory Board – The Housing Advisory Board is a thirteen-member board responsible for reviewing and
providing comments on the annual workforce housing and Housing Trust Fund. Reports are provided to the County
Executive and County Council by the Department of Community Services and Department of Land Use. The Board
advises the County Executive, County Council and Department of Community Services on how to prioritize fund
allocations from the New Castle County Housing Trust Fund, reviews and provides comments on revisions to the New
Castle County Housing Trust Fund and Chapter 7 Division 40.07.300 through Division 40.07.353 as it relates to
workforce housing, and assists the Departments of Community Services and Land Use in Workforce Housing and
Housing Trust Fund related functions as requested.
10
Reader’s Guide
New Castle County
Boards and Commissions (Continued)
COMMUNITY SERVICES (Continued)
Library Advisory & Review Board – The Library Advisory Board is a thirteen-member board made up of general
citizens and library friends groups responsible for advising the County Library Manager, recommending programs
concerning local library needs and the implementation of an effective County library system, and for reviewing and
making recommendations on such matters as: all new and modified administrative policies; the budget; long-range
plans; site selection for new libraries; conceptual plans for the construction and expansion of new and existing libraries;
and material changes in the Master Plan.
HUMAN RESOURCES
Diversity Commission – The Diversity Commission is responsible for monitoring the County’s policy to promote and
encourage business opportunities for small, minority and women-owned business enterprises and encouraging their
participation in County contracts as prime vendors and contractors. In addition, the Board monitors the County’s policy
to ensure that all human resources activities are conducted in a manner that provides opportunity for all and ensures the
workforce is representative of the community it serves, thereby reflecting diversity in the workplace.
Human Resources Advisory Board – The Human Resources Advisory Board represents the public interest in the merit
system, devotes its efforts to the broader aspects of the program through studies, investigations, and recommendations,
and advises the Chief Human Resources Officer, County Executive and County Council on the improvement of human
resources administration in County employment. The Board also hears and acts upon all appeals as provided in Chapter
26 of the New Castle County Code.
Pension Board – The Pension Board reviews all ordinances that propose amending the pension related sections in
Chapter 26 of the New Castle County Code and makes recommendations to County Council and the County Executive.
The Board may, from time to time and in its sole discretion, provide preretirement education and counseling to County
employees, and may pay for the cost of such programs from the pension fund established in Section 26.04.601 of the
New Castle County Code.
PUBLIC SAFETY
Fire and Ambulance Advisory Board – The Fire and Ambulance Advisory Board represents the needs of the County
volunteer fire, ambulance, and rescue services before the County Executive and County Council. It establishes
standards and procedures regarding the dispatch of volunteer fire service equipment and the delivery of emergency
medical services; the Board was developed to best serve the needs of every fire company. The Board proposes
equipment changes for the County Emergency Communication Center and for emergency medical services. It reviews,
comments and makes recommendations on the proposed budget of the County Emergency Communications Center and
the budget for the County Emergency Services Division before each is submitted to County Council and acts as the
liaison in all matters between County government and the volunteer fire and ambulance service.
ETHICS COMMISSION
Ethics Commission – The New Castle County Ethics Commission, created by the Ethics Code, is responsible for
administering and enforcing the Code. It has been operational since late 1990. The Commission’s duties include
issuing advisory opinions, conducting preliminary inquiries, investigations and hearings concerning alleged Code
violations, imposing sanctions if appropriate, and administering the financial interests disclosure process.
Reader’s Guide
11
Full-Time Positions
NewCastleCounty
FullTimePositionsbyDepartment
FiscalYear2017
Council
Executive 2% RowOffices
1%
5%
LandUse
7%
Community
Services
9%
PublicSafety
41%
Administration
10%
Full-Time Positions by
Department
County Council
County Executive
Administration
Special Services
Land Use
Community Services
Public Safety
Row Offices
34
14
160
390
115
150
660
77
1,600
Special
Services
25%
New CastleCounty
FullTimePositions
FiscalYears2006Ͳ 2017
1,800
1,700
1,600
1,657 1,658
1,615 1,614
1,590 1,587
1,586 1,600
1,564 1,562 1,562 1,576
1,500
FY2017 Approved
Budget reflects an
increase of fourteen
positions from the
FY2016 Approved
Budget on July 1st.
(Departmental
Highlights
in Operating Budget
Summary and
Position Detail in
Appendix)
1,400
1,300
1,200
1,100
1,000
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
12
Reader’s Guide
New Castle County
Position Summary
FY2015
FY2016
Position
Changes
For FY2016
34
13
161
391
118
149
633
3
19
27
21
7
34
13
161
390
118
148
645
3
19
27
21
7
0
0
0
-1
0
-1
12
0
0
0
0
0
34
14
160
390
115
150
660
3
19
27
21
7
0
1
-1
0
-3
2
15
0
0
0
0
0
TOTAL FULL-TIME POSITIONS
1,576
1,586
10
1,600
14
Employees Per 1,000 Population
2.83
2.84
2.85
555,979
559,093
562,354
Department
County Council
County Executive
Administration
Special Services
Land Use
Community Services
Public Safety
Register in Chancery
Register of Wills
Recorder of Deeds
Sheriff
Clerk of the Peace
Population

FY2017
Position
Changes
For FY2017*
Fiscal Year 2017 full-time positions are funded in the operating, grant, and capital
budgets. Operating positions are 1,541.9; grant positions are 34.7; and capital positions
are 23.4. The number of full-time positions for Fiscal Year 2017 reflects an increase of
fourteen positions from the FY2016 budget. Total employees per 1,000 population for
Fiscal Year 2017 will be 2.85.
REFER TO:
½ Transmittal Letter Tab and Operating Budget Summary Tab for a discussion of the Fiscal Year 2017
departmental position changes.
½ Appendix Tab for a detailed listing of positions and changes for Fiscal Years 2015, 2016 and 2017.
*Detail on position changes from FY2016 to FY2017 is located in the Appendix.
Reader’s Guide
13
NEW CASTLE COUNTY BUDGETARY PROCESS
Development of the annual Operating
Budget begins in September of each year
preceding the beginning of the fiscal year (July
1). Formal conclusion of the process generally
occurs in May when County Council holds
statutory public hearings and takes formal
action to adopt the budget. The budget, which
must be adopted by June, becomes operational
on July 1.
•Office of Finance
Sept.
Formulate Fiscal Plan with the County Executive.
Oct.
Thru
Nov.
Review instructions with departments and
distribute budget manual guidelines and other
budget preparation material.
•Departments/Row Offices
Dec.
Submit budget requests to Finance Office.
The New Castle County Reorganization
Act requires that the Chief Administrative
Officer shall annually prepare a Capital
Program and Budget under the direction of the
County Executive. The Capital Budget must
be approved by County Council prior to
adoption of the annual Operating Budget (see
“Capital Budget Summary” for further
information).
•NCCFAC
Dec.
Submit revenue estimates to County Executive,
County Council, and CFO.
Jan.
Thru
Feb.
Review budget requests and prepare summary
reports for County Executive review.
Review preliminary revenue estimates and
significant issues.
•NCCFAC
The Budget Cycle
One of the functions of a budget is to
provide a financial plan for the organization’s
operations for a given period of time. For New
Castle County, the budget provides a plan from
July through June of each year. The budget is
developed with the aid, cooperation, and
resources of many participants. The entire
process consumes almost a full year, from
development of the fiscal plan and budget
guidelines by the County Executive and
Budget Staff in September and October,
through the implementation of the approved
budget. Opportunities for public comment are
available throughout April and May before the
final adoption of the budget by June. An
overview of a typical New Castle County
Budget Cycle follows:
14
Mar.
•County Executive
Mar.
Present budget for County Council consideration.
•County Council
April
Thru
May
Review proposed budget and hold public
hearings to consider comments and suggestions
from citizens.
•NCCFAC
May
•County Council
May
Budget Adoption.
•County Executive
June
County Executive approval.
July
Budget Implementation.
Reader’s Guide
1.
During September and October, the Executive Budget Committee meets with the County Executive and
staff to review the County’s service level performance, update the fiscal plan for the succeeding fiscal year,
and review the impact upon the financial model. As a result of these performance evaluations, which are
discussed on the following page, and the fiscal plan update, service level and budgetary strategies are
developed for presentation to County Council for their input.
2.
Budget and service level parameters are developed along with a budget preparation manual.
3.
The development of the recommended budget formally commences in November with the distribution of
the budget preparation manual and guidelines to the County departments and offices for preparation of
departmental requests and revenue estimates.
4.
By December 1 of each year, NCCFAC submits to the County Executive, County Council and Chief
Financial Officer their certification of the General and Sewer Fund revenue and expenditures by major
categories. Their certification, with the assistance of the Office of Finance is for the current fiscal year and
one succeeding fiscal year.
5.
During the last two weeks in December, the County departments and offices submit their completed service
level requests and revenue estimates to the Budget Office.
6.
After receiving completed service level requests and revenue estimates, the Budget Office reviews each
request and estimate in preparation for the departmental/office administrative hearing process. During
January and February, the Chief Administrative Officer, Chief Financial Officer, and Budget Staff review
each request and revenue estimate with managers and members of each department/office.
7.
By March 1 of each year, NCCFAC submits to the County Executive, County Council and Chief Financial
Officer their certification of the General and Sewer Fund revenue and expenditures by major categories.
Their certification, with the assistance of the Office of Finance is for the current fiscal year and one
succeeding fiscal year.
8.
The County Executive’s recommended budget is prepared during March and submitted to County Council
by April 1.
9.
By May 1 of each year, NCCFAC submits to the County Executive, County Council and Chief Financial
Officer their certification of the General and Sewer Fund revenue and expenditures by major categories.
Their certification, with the assistance of the Office of Finance is for the current fiscal year and one
succeeding fiscal year.
10.
During April and May, County Council holds a series of public hearings on each department/office budget.
During these hearings, citizens are invited to comment on the budgets.
Reader’s Guide
15
Budget Cycle Descriptions (Continued)
Budget Cycle Descriptions (Continued)
11.
In late May, but no later than June 1, County Council formally adopts the annual Operating Budget.
12.
After adoption, if the County Executive approves the ordinance(s) presented to him/her, he/she signs this
legislation and returns said ordinance(s) to the Clerk of the County Government. The ordinance(s) take
effect in 30 days unless a different effective date is specified in the ordinance. Title 9, Section 1156(d) sets
forth the provisions for disapproval of said ordinance(s).
13.
When the budget is formally approved, budget documents are distributed to the departments for budget
implementation in July. During the fiscal year, the Budget Staff monitors and reviews budgetary and
revenue activities for the current year and prepares budget projections for the upcoming fiscal year. These
projections are used to determine year-end cash balances and to prepare for the upcoming fiscal year
budget.
16
Reader’s Guide
Budget Roles and Responsibilities
Every New Castle County employee plays a role in budgeting – whether in its formulation, preparation, implementation,
administration, or evaluation. Ultimately, of course, each General Manager, through the Chief Administrative Officer, is
accountable to the County Executive for the performance of departmental personnel in meeting specific objectives within
allocated resource limits.
Actual budget responsibility can be identified more specifically:
x
The Program Manager is responsible for preparing an estimate of revenue and remaining cost requirements for the
current fiscal year, projecting the base budget requirements for the next fiscal year, and developing other requests that
change or revise the program so that it will be more effective, efficient, productive, and economical.
x
The Budget Liaisons serve as the vital communication links between the Departments and the Budget Office Staff.
Liaisons are responsible for coordinating information, checking to see if forms are completed properly, reviewing
budget submissions, making sure that all necessary documentation is submitted, monitoring the internal review process
to meet timelines, and serving as troubleshooters for problems throughout the budget process.
x
The Capital Program and Budget Review Committee is comprised of the Chief Administrative Officer, Chief
Financial Officer, Budget Office and Land Use staff. This team is responsible for reviewing all capital projects for
timing and cost considerations, compiling lifecycle costs, and preparing a preliminary capital improvement plan for
recommendation. During the year, the CPBRC meets quarterly with each department to review and monitor the status
of all approved capital projects and programmed capital projects.
x
The Division Manager and General Manager are responsible for reviewing historical performance, anticipating
future problems and opportunities, considering alternative solutions, and modifying and assembling their departmental
data into a cohesive budget information package. General Managers critically evaluate all requests, prioritize, and
submit a balanced budget plan including only those requests which support the County Executive’s workplan,
administrative direction, and departmental mission.
x
The Office of Finance is responsible for preparing short-range and long-range revenue and expenditure forecasts, and
calculating departmental budget targets. Assistance with preparation requirements and presentation formats is
provided to departmental General Managers or Budget Liaisons. Budget Office Staff also coordinate the collating,
analysis, and summarizing of departmental requests, and the preparation of budget review materials for the County
Executive, Chief Administrative Officer, Chief Financial Officer, and County Council. In addition, the Chief
Financial Officer plays a key role in translating the County Executive’s goals and objectives for the County into
recommended funding decisions. The Chief Financial Officer is responsible for reviewing the Departmental Operating
and Capital Budget/Program requests, and submitting recommendations for review to the County Executive and Chief
Administrative Officer.
x
The Chief Administrative Officer is responsible for reviewing the total financial program, formulating a countywide
proposed budget, and submitting it to the County Executive.
x
The New Castle County Financial Advisory Council (NCCFAC) advises the County Executive, County Council,
and the Chief Financial Officer of current and projected economic conditions and trends, particularly as they affect
New Castle County. NCCFAC also submits to the County Executive, County Council, and the Chief Financial Officer
estimates of the General and Sewer Fund revenue for the current fiscal year and the one succeeding fiscal year; and
estimates of the General and Sewer Fund expenditures for the current fiscal year and the one succeeding fiscal year.
x
The County Executive is responsible for submission of the County’s recommended budget to County Council.
x
The County Council is responsible for review, public hearings, evaluation, and approval of the final budget.
Reader’s Guide
17
NEW CASTLE COUNTY
Budget Presentation Format/Budgetary Basis
Budget Presentation Format
The Operating Budget is prepared using an alternative-service level focus (Modified Zero-Base Budget), wherein service
level mixes are selected consistent with projected funding availability. Each department or service function prepares a
budget request package which is reviewed during administrative budget meetings, wherein the impacts upon service delivery
are discussed to determine conformance with the County’s annual fiscal and service goals. Upon acceptance of each
departmental service delivery level, a recommended budget is prepared with the funding needs over the next year.
Unlike relying entirely upon the traditional budget approach, the alternative-service level focus provides to management
a quantitative tool to assess multiple service delivery options when resources are limited. In addition, this process focuses
upon substantive service and equity issues as compared to the pedagogy of the traditional line-item budget.
Departments are required to submit Program Improvement Requests (PIRs) forms for new funding requests.
The purpose of Program Improvement Requests (PIRs) is to separate and identify all new requests for (1) personnel, (2)
programs and services and (3) major equipment (exclusive of new automobiles, desks, etc.). PIRs will be categorized into
three groups:

"Mandated" Program Improvement Requests - includes: (1) the operating budget for new facilities
which are mandated to come online during the forthcoming fiscal year, and (2) budget increases due to
changes in law or policy.

"Revenue Driven" Program Improvement Requests - includes those requests which can clearly
demonstrate an increased net revenue yield.

"Improved Service" Program Improvement Requests - includes those requests which reflect a new or
improved service to be offered by the County.
Budgetary Basis
The budgets of general governmental type funds (for example, the General Fund) are prepared on a modified accrual
basis. Briefly, this means that obligations of the County are budgeted on an accrual basis, but revenues are recognized only
when they become measurable and available as net current assets.
The enterprise funds (for example, the Sewer Fund) are budgeted on a full accrual basis. Not only are expenses
recognized when a commitment is made, but revenues are also recognized when they are due to the County.
The Comprehensive Annual Financial Report (CAFR) shows the status of the County’s finances on the basis of
“Generally Accepted Accounting Principles” (GAAP). In most cases this conforms to the way the County prepares its
budget. Exceptions are the treatment of depreciation expense (which is not shown in the budget, although the full purchase
price and related debt service of equipment and capital improvements is, while purchases of capital improvements are
depreciated in the CAFR for enterprise funds) and compensated absences (accrued but unused sick leave) which are treated
slightly differently in the budget and in the CAFR.
The Comprehensive Annual Financial Report shows fund expenditures and revenues on both a GAAP basis and budget
basis for comparison purposes.
18
Reader’s Guide
NEW CASTLE COUNTY
New Castle County maintains budgetary controls to ensure compliance with legal provisions embodied in the annual
appropriated budget adopted by the County Council. Appropriations are legislated at the departmental level by object of
expenditure. Appropriation control is maintained through the accounting system and reservation of specified appropriations.
Real-time budgetary status information is available through New Castle County’s online accounting system.
Adjustments to the Annual Budget (After Adoption by County Council)
The Chief Administrative Officer or his or her designee is authorized to grant intradepartmental variations from the
budgeted amounts for the line items entitled “Salaries and Wages, Employee Benefits, Travel and Civic Affairs,
Communication and Utilities, Materials and Supplies, Contractual Services, Equipment, Grants and Fixed Charges, Land and
Structures, and Debt Service” as contained in the annual operating budget and grants budget provided that:
1) On no single occurrence shall the variation granted increase any (1) line item by more than twenty thousand dollars
($20,000.00).
2) No line item variation increases or decreases the department’s total operating budget; i.e., for each line item
increase, there shall be corresponding decrease(s) in other line item(s).
3) The Chief Administrative Officer, with the approval of the County Executive, is authorized to allocate and allot
funds within each department, office or board, notwithstanding appropriations by budget units, within lump-sum line
item appropriations, contained in the annual operating budget, as is deemed appropriate for the most efficient and
effective operation of each department, officer, or board. However, there shall be no change in the number of
positions within a department listed in the annual operating budget without the approval of Council. There shall be
no addition of newly-created Merit System positions without the prior approval of a majority of New Castle County
Council.
Financial Reporting to County Council and the County Executive
By the second Tuesday of each month, the Chief Administrative Officer or his or her designee forwards to each member
of County Council reports and information concerning the status of the financial and other affairs of the County so as to keep
County Council informed as to all offices, departments, and agencies receiving appropriations from the County treasury. The
monthly report includes, but is not limited to, the following items: (1) intradepartmental line item variations; (2) ordinances
appropriating new revenues; (3) Council contingency funds; (4) Executive contingency funds; (5) grant closings and (6)
operating reserves.
The Chief Financial Officer also provides to County Council, a financial report, or “Checkbook Presentation” regarding
the current and projected financial status of the County. This report highlights revenue and expenditure projections for the
current fiscal year, along with cash flow projections for the next five fiscal years. These reports are published on the website
for the public to view at: http://www.nccde.org/202/Checkbooks.
The Budget Office prepares various reports regarding the County’s fiscal status to the County Executive utilizing
narrative and graphic presentations. These monthly reports are used to develop the aforementioned “Checkbook
Presentation.”
As part of the Budget Office’s due diligence, all County Departments and Row Offices are required to submit every two
months to the Budget Office an annual forecast of revenues and expenditures. This is to ensure budgetary compliance, to
highlight any potential problem areas, and to plan for the upcoming fiscal years.
Reader’s Guide
19
NEW CASTLE COUNTY
Balanced Budget/Performance Measurement
Definition of a Balanced Budget
Pursuant to Delaware Code, 9 Del. C. Section 1158(c), the County Executive must certify to County Council that the
estimated yield from each item of revenue to be used in balancing the annual budget must equal to the estimated expenditures
as indicated below:
x
The County Council, at the meeting at which the annual operating budget ordinance is adopted, and within the limits
of its power and subject to other provisions of this title, shall ordain such taxes and other revenue measures as will
yield sufficient revenue, which, together with any available surplus, will balance the budget.
x
Revenues shall be estimated only upon the basis of the cash receipts anticipated for the fiscal year.
x
The estimated yield from each item of revenue and of the amounts of surplus to be used in the balancing of the
budget shall be certified to the County Council by the County Executive.
x
The Annual Operating Budget ordinance shall not become effective until the County Council shall have adopted
revenue measures which, together with the available surplus, shall in the opinion of the County Executive be
estimated to yield sums at least sufficient to balance the proposed expenditures. The Office of Finance shall not
approve any expenditure under any portion of an annual operating budget ordinance until such balancing shall have
been provided.
Performance Measurement
Service level performance is evaluated through a variety of indicators outlined below:

Citizen feedback - includes meetings with and reports of civic committees and alliance groups.

Citizen surveys - includes questionnaires, selected service surveys, and listening campaigns (e.g.,
police).

Media feedback - includes communication to and from various media.

Internal program evaluations - performance evaluations initiated by the Executive Office and
County Council’s Legislative Committees.

Control Self-Assessment - Office of Finance initiative to provide greater assurance for compliance of
financial processes and provide opportunity for improvement.

External program evaluations - performance evaluations commissioned by the Executive Office,
e.g., paramedic service delivery, 9-1-1 center configuration and service response, information
technology (e-government), fiscal service delivery (Accounts Payable, Payroll, Purchasing and
Budgeting).

Performance Measures - statistical information to evaluate performance.
In addition, other empirical tools such as management by observation, awards, and competitive grant funding are used in
measuring the County’s service level performance.
20
Reader’s Guide
NEW CASTLE COUNTY
Funds Structure
Funds Structure
The New Castle County operating budget encompasses the following major funds:

General Fund (Governmental Fund) - This fund is used to account for the general operating
activities of the County. General government, police, emergency medical services, emergency
communications, land use, recreational activities, row offices, libraries, and general governmental
debt service are financed through real property taxes, licenses and permits, interest, rentals, service
charges, intergovernmental, and other revenues.

Sewer Facilities Fund (Proprietary Fund) - This fund is used to account for the operation of the
County sewer system, and is financed through service charges and fees.

Light Tax Fund (Governmental Fund) - This fund is used to account for community street light
costs financed with revenues from users within the light districts. Service is provided by a local
utility with billings and collections provided by New Castle County.

Crossing Guard Fund (Governmental Fund) - This fund is used to account for school crossing
guard costs financed with revenues from users within the school districts.
The following non-proprietary project-type non-major funds are utilized by New Castle County:

Grants Fund (Governmental Fund) - This fund is used to account for certain project-type
activities of the County. Community development and housing, public safety, recreation and
libraries are financed through this fund with revenue from Federal, State, local, and private
sources. Grant programs will be authorized as funding awards are received from various agencies
and other sources. The grants fund budget is a separate and distinct budget from the operating
budget.

Capital Projects Funds (Governmental Fund) - These funds are used to account for financial
resources provided by bond proceeds, intergovernmental grants and private contributions used for
the acquisition of all capital facilities (other than those financed by proprietary funds). The
various capital projects funds are: Building Construction and Improvements, Park Development,
Public Safety, and Miscellaneous Capital Improvements. The Capital Program and Budget is a
separate and distinct document from the Operating Budget.

Pension Fund (Fiduciary Fund) - This fund is used to account for the activities of the defined
benefit plan for County employees. The fiduciary activities are reported in a separate statement of
fiduciary net assets and a statement of changes in fiduciary net assets.

Other Post-Employment Benefits Trust Fund (Fiduciary Fund) - This fiduciary fund is used to
account for the assets of the other post-employment trust fund which are held in a trustee capacity
for the employees of New Castle County. The OPEB Program, which is part of the County's legal
entity, is a single employer defined benefit OPEB plan that provides medical and life insurance
benefits to eligible county employees.
Reader’s Guide
21
NEW CASTLE COUNTY
Reader’s Index to the Operating Budget
The Reader’s Index to the Operating Budget is included as a cross-reference document to depict the relationships among
programs, organizational units (department unit) and activities/services provided. Those departments or services that have an
asterisk (*) have other funding provided by non-operating budget sources (Capital and Grant).
Program: General Government
Activities/Services
Fund(s)
Legislation
Audit
General
General
County Executive
Direction and Control
Office of Economic Development
Office of Communications
General
General
General
Administration*
Law
Risk Management/General Insurance
Office of Procurement
Office of Technology
Accounting and Budget
Treasury
Assessment
Employee Services
Pension and Benefits
General
General
General
General
General
General, Light, Sewer
General
General
General
Prothonotary
General
General
Wills Administration and Probate
General
Deeds and Corporate Filings
General
Sheriff
General
Clerk of the Peace
General
County Council
Prothonotary
Register in Chancery(1)
(1)
Effective 1/1/2002 became a State of Delaware Agency
Register of Wills
Recorder of Deeds
Sheriff
Clerk of the Peace
22
Reader’s Guide
NEW CASTLE COUNTY
Reader’s Index to the Operating Budget (Continued)
Program: Special Services
Special Services*
Activities/Services
Fund(s)
Administration
Internal Services
Fleet Operations
Facilities Maintenance
Property Maintenance
Environmental Operations
Construction Support
Sewer Maintenance
Plant Operations
Environmental Compliance
Engineering
General
General
General
General
General
Sewer
Sewer
Sewer
Sewer
Sewer
General
Administration
Planning
Licensing
Erosion & Sediment Control
Customer Relations and Enforcement
General
General
General
Sewer
General
Administration
Recreation
Sports & Athletics
Community Development & Housing
Rockwood Museum
Arts/Cultural
Community Partnership
Senior Services
Technical Services
Libraries
Carousel Park
General
General
General
General
General
General
General
General
General
General
General
Program: Land Use
Land Use*
Program: Community Services
Community Services*
Reader’s Guide
23
NEW CASTLE COUNTY
Reader’s Index to the Operating Budget (Continued)
Program: Public Safety
Public Safety*
Activities/Services
Fund(s)
Administration
Police Operations
School Crossing Guards
Emergency Medical Services
Emergency Communications
Emergency Management
Fire, Rescue and Ambulance Services
Dog Control Assessment
General
General
Crossing Guard
General
General
General
General
General
Debt Service
General, Sewer
Council Contingency
Executive Contingency
Severance Contingency
Salary Adjustment Contingency
Personnel Adjustment Contingency
General
General
General
General, Sewer
General
Ethics Commission
General
Program: Debt Service
Non-Departmental
Program: Contingency
Program: Ethics
Ethics
24
Reader’s Guide
NEW CASTLE COUNTY
June 30, 2016
The pie chart below presents the FY2017 County property tax dollar and the services it will fund.
New Castle County
County Tax Dollar
FY2017 Uses
(in cents)
State of DE Dog
Assessment
Code
Parks and
$0.01
Special Services Enforcement,
Permitting,
$0.07
Planning
$0.05
General
Government*
$0.06
Debt Service
$0.04
Police, 911,
EMS,
Emergency
Management,
Vol Fire
$0.63
Libraries, Sports
and Recreation
$0.14
*County Executive, County Council, Law, Risk Management, HR, Admin Services, Finance, Row Offices and Ethics.
New Castle County property tax rates are adopted annually by County Council. The County tax rate is stated in terms of
a certain rate on every one hundred dollars of taxable real property assessment in the County. The tax rate is based upon the
certified annual and quarterly estimates of real property assessments and services provided. For incorporated municipalities,
the County must provide a tax credit for those County services that the municipality performs for its residents and pays for
out of the municipality’s revenues (subject to certain conditions under Title 9, Section 1158 of the State Code). Tax credits
granted to municipalities include police services, local parks, recreation, dog control, housing and planning services.
Accordingly, the FY2017 New Castle County real property tax rates are as follows:
Tax Rate in Cents
Per $100 of
Assessed Valuation
Location
Those portions of New Castle County not within
any of the following incorporated municipalities.
Arden
Ardencroft
Ardentown
Bellefonte
Delaware City
Elsmere
Middletown
Newark
New Castle
Newport
Odessa
Townsend
Wilmington
Reader’s Guide
70.06
58.21
58.21
58.21
69.66
25.29
31.93
25.29
24.36
25.29
28.38
36.40
36.16
24.36
25
New Castle County
Rate History 1995-2017
Fiscal
Year
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
Fiscal
Year
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
26
Unincorporated Real Property Tax Rate
Tax Rate in Cents per $100
Increase (Decrease)
of Assessed Valuation
in Cents
43.35
1.90
45.50
2.15
45.50
0.00
0.00
45.50
0.00
45.50
0.00
45.50
0.00
45.50
0.00
45.50
0.00
45.50
0.00
45.50
0.00
45.50
45.50
0.00
47.78
2.28
56.14
8.36
56.14
0.00
70.18
14.04
70.18
0.00
70.06
(0.12)
70.06
0.00
70.06
0.00
70.06
0.00
70.06
0.00
70.06
0.00
Residential Sewer Rate
Per 1,000
Increase (Decrease)
Billable Gallons
in Cents
.00000
3.24517
3.24517
3.24517
3.24517
3.24517
3.24517
3.24517
3.24517
3.24517
3.24517
3.24517
4.53409
4.64787
4.64787
4.64787
5.11288
5.31747
5.52486
5.52486
5.74033
5.74033
5.74033
5.74033
.00000
.00000
.00000
.00000
.00000
.00000
.00000
.00000
.00000
.00000
1.28892
0.11378
0.00000
0.00000
0.46501
0.20459
0.20739
0.00000
0.21547
0.00000
0.00000
0.00000
Percent Increase
(Decrease)
4.6
5.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
5.0
17.5
0.0
25.0
0.0
(0.2)
0.0
0.0
0.0
0.0
0.0
Percent Increase
(Decrease)
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
39.7
2.5
0.0
0.0
10.0
4.0
3.9
0.0
3.9
0.0
0.0
0.0
Reader’s Guide
NEW CASTLE COUNTY
Population Projections
June 30, 2016
YEAR
Age Group
2010
2015
2020
2025
2030
2035
2040
00-04
33,175
32,969
34,450
34,375
32,733
32,047
32,273
05-09
34,027
34,116
33,462
34,907
34,809
33,223
32,567
10-14
35,001
34,819
34,827
33,981
35,339
35,266
33,684
15-19
40,768
35,288
35,356
35,436
34,425
35,744
35,654
20-24
40,501
42,339
35,721
35,968
36,099
34,908
36,131
25-29
36,342
39,772
42,687
36,179
36,534
36,747
35,345
30-34
34,591
37,709
39,985
42,972
36,514
37,007
37,245
35-39
34,891
34,414
37,912
40,114
43,079
36,735
37,302
40-44
38,193
34,817
34,470
37,993
40,054
43,052
36,775
45-49
41,408
38,272
34,657
34,417
37,890
39,866
42,818
50-54
40,508
40,649
37,759
34,385
34,183
37,647
39,486
55-59
34,209
39,019
39,577
36,966
33,781
33,687
37,048
60-64
28,701
32,859
37,333
38,053
35,676
32,779
32,737
65-69
20,780
26,803
30,791
35,109
35,882
33,814
31,181
70-74
14,945
18,391
24,307
28,000
31,964
32,820
31,039
75-79
12,108
13,079
15,918
21,110
24,332
27,867
28,712
80-84
9,452
9,525
10,528
12,880
17,114
19,780
22,690
85 & up
9,270
10,939
12,045
13,244
15,598
20,028
24,393
Totals
538,870
555,779
571,785
586,089
596,006
603,017
607,080
Source: Delaware Population Consortium
Population Projection Series
November 5, 2015
Reader’s Guide
27
NEW CASTLE COUNTY
Per Capita Budget
Fiscal Years 2015-2016-2017
The total operating budget for Fiscal 2017 is $267,283,718. Per capita cost, referring to cost per each person in New Castle
County, is $475.30 per person for the Fiscal 2017 budget. The operations of Public Safety and Special Services account for
61% of the total operating budget.
28
Department
2015
Budget
2016
Budget
2017
Budget
County Council
$6.22
$6.42
$6.51
County Executive
$3.76
$3.88
$4.36
Administration
$35.21
$36.72
$37.78
Special Services
$112.11
$110.46
$113.91
Land Use
$23.09
$22.82
$24.55
Community Services
$33.76
$33.69
$35.56
Public Safety
$160.92
$165.71
$174.38
Prothonotary
$0.06
$0.06
$0.08
$0.45
$0.46
$0.46
Register of Wills
$2.79
$2.81
$2.85
Recorder of Deeds
$4.05
$4.05
$4.08
Sheriff
$3.43
$3.52
$3.56
Clerk of the Peace
$1.19
$1.21
$1.29
Debt Service
$70.94
$64.47
$63.07
Ethics Commission
$0.38
$0.39
$0.53
Council Contingency
$0.54
$0.48
$0.40
Executive Contingency
$0.72
$0.72
$0.64
Salary Contingencies (Non-Departmental)
$1.19
$1.30
$1.29
TOTAL PER CAPITA BUDGET
$460.79
$459.17
$475.30
POPULATION
555,779
559,093
562,354
Reader’s Guide
NEW CASTLE COUNTY
The Value of County Services in the
Unincorporated Area
Based on an average assessed home taxable value of $74,080
(approximate market value of $246,900 within the unincorporated area of the County)
each household will pay $519.00 in County taxes for the year,
or approximately $43.25 per month, to support these County services:
Reader’s Guide
x
24-Hour Police Protection
x
24-Hour Emergency Medical Service
x
24-Hour 9-1-1 Service
x
24-Hour Dog Control
x
15 Library Facilities
x
300 Park Facilities
x
Recreational Programming for ALL Age Groups
x
Building Inspections and Permit Services
x
Code Enforcement Services
x
Customer Information and Assistance
x
Comprehensive Land Use Planning
x
Senior Programs
29
NEW CASTLE COUNTY
Average/Median Tax Bill in Improved Residential Parcels
UNINCORPORATED AREA
(90.2% of All Property Tax Revenue)
Councilperson
Woods
Weiner
Kilpatrick
Hollins
Diller
Powers
Smiley
Cartier
Sheldon
Street
Tackett
Bell
AVERAGE
Taxable
Assessment
Tax Bill
44,198
$ 309.65
108,724
$ 761.72
125,671
$ 880.45
39,178
$ 274.48
56,207
$ 393.78
73,475
$ 514.77
49,046
$ 343.62
63,153
$ 442.45
63,753
$ 446.65
26,056
$ 182.55
60,276
$ 422.29
78,206
$ 547.91
Council District
LD01
LD02
LD03
LD04
LD05
LD06
LD07
LD08
LD09
LD10
LD11
LD12
MEDIAN
Taxable
Assessment
45,600
85,000
116,500
40,300
51,900
72,200
50,400
59,600
60,900
28,100
56,800
80,300
Tax Bill
$ 319.47
$ 595.51
$ 816.20
$ 282.34
$ 363.61
$ 505.83
$ 353.10
$ 417.56
$ 426.67
$ 196.87
$ 397.94
$ 562.58
MEDIAN
Taxable
Assessment
37,600
38,850
45,200
121,250
40,400
64,200
74,200
93,000
113,800
49,500
51,400
50,300
46,800
50,000
124,600
34,800
20,800
30,300
45,700
36,900
136,000
46,300
Tax Bill
$120.06
$110.26
$263.11
$295.37
$98.41
$156.39
$187.65
$336.29
$797.28
$125.19
$358.05
$292.80
$272.42
$291.05
$303.53
$111.12
$52.60
$73.81
$115.58
$93.32
$343.94
$168.53
INCORPORATED AREA
(9.8% of All Property Tax Revenue)
Incorporated
Tax Area
Elsmere
Newport
Ardentown
Newark
Wilmington
Newark
Middletown
Townsend
Smyrna
New Castle
Bellefonte
Arden
Ardentown
Ardencroft
Newark
Elsmere
New Castle
Wilmington
New Castle
Delaware City
Middletown
Odessa
30
Councilperson
Woods
Woods
Weiner
Kilpatrick
Hollins
Diller
Powers
Powers
Powers
Smiley
Cartier
Cartier
Cartier
Cartier
Sheldon
Street
Street
Street
Bell
Bell
Bell
Bell
AVERAGE
Taxable
Assessment
Tax Bill
36,439
$116.35
44,633
$126.67
43,500
$253.21
109,815
$267.51
50,937
$124.08
65,903
$160.54
78,593
$198.76
84,757
$306.48
124,780
$874.21
46,782
$118.31
51,942
$361.83
47,497
$276.48
46,307
$269.55
50,349
$293.08
113,980
$277.65
34,800
$111.12
29,338
$74.20
34,212
$83.34
48,282
$122.11
37,079
$93.77
140,394
$355.06
54,122
$197.00
Reader’s Guide
A Quick Look at New Castle County
Delaware, located on the eastern seaboard of the United States, is bordered by the Atlantic Ocean and the Delaware Bay,
as well as by the states of New Jersey, Pennsylvania, and Maryland. With a land area of 1,982 square miles, Delaware ranks
49th in area among the 50 states.
New Castle, the northernmost county, affords easy access to the major metropolitan areas of the Northeast, with
both New York City and Washington, DC just an hour and a half away by rail.
POPULATION:
COLLEGES & UNIVERSITIES:
Census 2010: 538,477
Source: U.S. Census, 2010
Delaware College of Art and Design
Delaware State University – Wilmington
Delaware Technical and Community College
Drexel University – Wilmington
Goldey-Beacom College
University of Delaware
Wesley College
Widener University (Delaware Campus)
Wilmington University
INCOME:
Median Household: $64,537
Per capita income: $32,406
Source: U.S. Census Bureau
CLIMATE:
Mean annual temperature: 54.0 degrees F
Mean daily temperature: From 33 degrees F in the winter to 77 degrees F in the summer.
Average annual precipitation: 45 inches
Source: Office of the Delaware State Climatologist
NATIONAL RECOGNITION FOR DELAWARE:
x
Over 60 percent of the Fortune 500 companies are incorporated in Delaware.
x
4th in Business Friendliness, CNBC’s America’s Top States for Business 2015
x
4th in economic output per job, U.S. Chamber of Commerce Foundation 2015
x
Ranked 6th for high-tech share of all business, high-speed broadband availability, business birthrate, export growth,
STEM job concentration, U.S. Chamber of Commerce Foundation 2014
x
1st for legal climate, 2015 State Liability Systems Ranks, U.S. Chamber of Commerce
x
6th in business incubation, 14th Annual BHI State Competitiveness Report
x
1st for sales tax rank, and 14th for the overall state business tax climate, The 2015 Tax Foundation’s Index
x
2nd for the best states for business cost, Forbes 2015
Reader’s Guide
31
A Quick Look at New Castle County (Continued)
EDUCATION:
Public school districts, 2014 - 2015:
Charter schools, 2014 - 2015:
Total public/non-public and charter enrollment, 2015 - 2016:
6 (123 schools)
18
91,433
Educational Attainment of Population Age 25+
High School Graduate and higher:
Bachelor’s Degree and higher:
Source: US Census Bureau
89.4%
33.8%
REAL ESTATE VALUE: APRIL 2015 – JULY 2016
LOCATION
AVERAGE PRICE/SQ.FT.
MEDIAN SALES PRICE
HOMES FOR SALE
New Castle, Delaware
$104
$156,200
417
Wilmington, Delaware
$129
$213,500
1,667
Middletown, Delaware
$124
$212,750
414
Newark, Delaware
$121
$190,000
674
Philadelphia, Pennsylvania
$148
$162,500
18,706
Baltimore, Maryland
$140
$179,450
12,721
Washington DC
$513
$550,000
2,393
Richmond, Virginia
$148
$220,450
1,298
$1,455
$1,205,000
7,340
New York, New York
Source: Market Trend Report, Trulia.com
NEW CASTLE COUNTY UNEMPLOYMENT
(Not Seasonally Adjusted)
YEAR
2016
2016
2016
2016
2016
JANUARY
FEBRUARY
MARCH
APRIL
MAY
Labor Force
299,474
299,826
302,730
303,070
300,132
Employment
285,152
286,246
290,123
291,432
288,528
Unemployment
14,322
13,580
12,607
11,638
11,604
4.8%
4.5%
4.2%
3.8%
3.9%
PERIOD
Unemployment Rate (%)
Source: Delaware Department of Labor
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Reader’s Guide
DELAWARE’S ECONOMIC RANKINGS
INDICATOR
RANK
OVERALL
2
IT Professionals
3
Managerial, Prof & Tech Jobs
9
Manufacturing Value-Added
7
High-Wage Trade Services
1
Export Focus on Manufacturing
6
Foreign Direct Investment
1
Broadband Telecommunications
10
High-Tech Jobs
13
Science and Engineers
7
Patents
3
Industry Investment in R&D
1
Immigration of Knowledge Workers
4
Job Churning
13
Fast Growing Firms
8
Migration of U.S. Knowledge Workers
12
Source: Information Technology and Innovation,
The 2014 State New Economy Index
Reader’s Guide
33
EMPLOYMENT
MEDIAN HOURLY
WAGE
Production Occupations
9,290
$18.76
Construction
9,760
$22.37
Installation, Maintenance, and Repair
10,480
$24.01
Office and Administrative Support Occupations
52,100
$16.96
Sales and Related Occupations
30,100
$12.83
Life, Physical, and Social Science
4,290
$36.24
Computer and Mathematical
13,330
$43.15
Architecture and Engineering
4,070
$40.44
Legal
4,320
$49.26
Business and Financial Operations
23,090
$34.04
Management
13,820
$62.25
Healthcare Practitioners and Technical Occupations
19,350
$33.83
Healthcare Support Occupations
7,910
$14.27
Education, Training and Library
16,010
$25.14
Community and Social Services
4,840
$19.59
Arts, Design, Entertainment, Sports, and Media
2,680
$21.75
Protective Services
6,660
$14.66
Food Preparation and Serving
23,620
$9.66
Building and Grounds Cleaning and Maintenance
9,390
$11.56
Personal Care and Service Occupations
9,250
$11.15
Transportation and Material Moving
17,550
$14.26
OCCUPATION DESCRIPTION
Source: Delaware Department of Labor
RECREATION AND THE ARTS:
x
Major outdoor recreation attractions include numerous state, city and county parks, nature and recreation areas
including boat ramps and fishing areas. The Atlantic Ocean beaches of southern Delaware are the state’s largest
attraction and are within a two-hour drive.
x
Tax-free shopping is available throughout the county in several regional malls, shopping centers, markets, and the
downtown districts of major towns.
x
Historical sites are abound in New Castle County, including those in the cities and towns of Wilmington, New
Castle, Odessa and Newark.
x
A wide variety of attractions in Delaware include theatres, race tracks, golf courses, as well as casinos, world-class
museums and gardens, many in the Brandywine Valley area of northern Delaware and nearby Pennsylvania.
Descriptions of most of these recreational attractions plus special events may be found online at www.visitdelaware.com.
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Reader’s Guide
Promoting Economic Growth within New Castle County
The main priority of the New Castle County Office of Economic Development is to provide new, developing, and
existing businesses with the resources they need to grow, remain successful, and contribute to our vibrant local economy.
We assist local and national companies with government regulations and the permitting process. In coordination with the
Delaware Economic Development Office and other partnerships, we work to attract new businesses and existing ones
through marketing and outreach. Because of our positive business climate, more than 60% of all Fortune 500 companies have
incorporated in our state, such as DuPont, AstraZeneca, Bank of America, W.L. Gore, and many others. We have thriving
business and great opportunities in the pharmaceutical, biotechnology, financial services, clean energy, and manufacturing
sectors.
To further expand economic development opportunities in New Castle County, the Office of Economic Development has
commissioned the New Castle County Economic Development Strategic Plan. The NCC Economic Development Strategic
Plan provides a competitive assessment of the County as a “product” in the highly competitive economic development
marketplace. The report includes a SWOT analysis, Target Industry Identification, and an Economic Development Strategic
Action Plan.
This study uses information obtained through a combination of: review of many prior studies, reports, and other
information provided by County staff; numerous focus groups and interviews with employers and key-influencers in the
County and State; and a review of key statistical and other secondary-source information, including the County’s and other
websites, a process that is commonly used by companies and site location consultants when searching for a site to
accommodate industrial, office, R&D and other projects.
From this research, three primary Goals were recommended for New Castle County’s future economic development
efforts:
x
Become nationally recognized as a place that continually seeks to maximize its economic development
competitiveness, with particular emphasis on:
x
A simple, swift and certain development permit and approval process that facilitates high quality growth.
x
An effective business-education-government collaboration that provides a desirable and adaptable
workforce that meets the needs of today’s and tomorrow’s businesses and offers the training and services
needed by today’s and tomorrow’s workers.
x
An adequate supply of attractive and functional commercial and industrial sites and buildings.
x
Flexible and effective business assistance and incentive programs that have a demonstrated significant
return on investment.
x
Maintain a diversified economy that encourages retention and expansion of businesses and business sectors already
in the County and supports recruitment and creation of new businesses and business types that can be successful in
the future.
x
Continually improve the “quality of place” of New Castle County and its constituent communities to encourage
businesses.
Reader’s Guide
35
Promoting Economic Growth within New Castle County (Continued)
New Castle County Business and Finance Programs
x
New Castle County Partial Property Tax Exemption Program: Businesses that invest at least $50,000 in new
construction of commercial or manufacturing facilities in unincorporated areas of the county are eligible for three
year property tax abatement for the increased assessment due to new development.
x
Small Issue Industrial Development Bonds: New Castle County Government offers tax-exempt bond financing
for projects related to infrastructure, energy, community development and other economic development purposes.
x
Tax Exemption for New or Renovated Commercial or Manufacturing Projects: (Applicable only to the city of
Wilmington) New or renovated commercial or manufacturing projects within the City of Wilmington are eligible to
receive a partial tax exemption on the increase in the New Castle County and local school district portions of
property tax attributable to the new construction. The cost of new construction and/or the cost of site acquisition
and construction must exceed fifty thousand dollars ($50,000).
x
New Castle County Economic Development Strategic Plan: The New Castle County Economic Development
Strategic Plan provides a competitive assessment of the County as a “product” in the highly competitive economic
development marketplace. The report includes a SWOT analysis, Target Industry Identification, and an Economic
Development Strategic Action Plan.
Financial Incentives Offered Through the Delaware Economic Development Office
(DEDO)
The State of Delaware offers grant, loan and tax credit incentive programs that support businesses in relocating,
expanding, hiring new employees, and developing new products within New Castle County. The State of Delaware takes a
comprehensive approach in supporting businesses and entrepreneurs of all sizes and has special programs that play to
Delaware’s strengths, including:
x
Delaware Strategic Fund (DSF): The Delaware Strategic Fund represents the primary funding source used by
DEDO to provide customized financial assistance to businesses - for businesses considering locating in the State of
Delaware, financial assistance may be provided in the form of low interest loans, grants, or other creative
instruments to support the attraction of businesses that pay sustainable wages, with assistance terms that are
negotiated specific to each firm's individual needs and situation.
x
Capital Investment: Projects that require major capital investments representing targeted industries and creating
new jobs with sustainable wages and benefits may qualify for cash incentives to offset major capital investments that
are necessary for the new business expansion.
x
Workforce Training Grants: The Delaware Economic Development Office offers matching training grants for
customized training for up to $100,000 per qualified project. The matching portion of the grant can be an in-kind
contribution while training is customized to the company’s specific needs.
x
Workforce Recruitment: To assist in the hiring process, the Delaware Economic Development Office will
coordinate recruitment efforts with the Department of Labor to ensure your employment needs are met or exceeded.
x
National Emergency Grants: The Delaware Economic Development Office (DEDO) and the Delaware
Department of Labor, Division of Employment and Training (DOL/DET) work collaboratively to assist Delaware
companies with funds made available through the National Emergency Grant (NEG). These funds are granted by
the US Department of Labor in order to temporarily expand the services that the State is able to provide in times of
emergency. They can be granted to the State to help provide services to affected workers from large layoffs,
plant/business closures, or natural disasters and provides funding to train workers who have been unemployed for
greater than 23 weeks.
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Reader’s Guide
Promoting Economic Growth within New Castle County (Continued)
x
Bank Franchise Tax Credit (Managed by the Office of the State Bank Commissioner): The bank franchise tax
liability can be adjusted by tax credits. Tax credits available include: Travelink tax credits calculated in accordance
with Department of Transportation Travelink tax credit reporting requirements; and an employee tax credit for
certain new bank employees, provided the bank has at least 200 new qualified employees and invests at least
$15,000 per new qualified employee; and a Historic Preservation tax credit as administered by the Delaware State
Historic Preservation Office; and a Veterans' Opportunity Credit.
x
New Business Facility Corporate Income Tax Credit: Any eligible corporate taxpayer that makes a qualified
investment ($200,000 or more) and that hires five or more qualified employees ($40,000 per employee) is entitled to
receive a tax credit. Eligible corporations receive credits of $500 for each qualified employee and $500 for each
$100,000 invested, not to exceed fifty percent of their tax liability in a given year. Unused credits may be carried
forward. The credits can be taken each year over a ten year span but may not exceed 50% of the company’s precredit tax liability.
x
Alternative Investment Credit Required for Telecommunications Services: Instead of five employees and
$40,000 of investment per employee (as mentioned in the New Business Facility Corporate Income Tax Credit),
telecommunication service businesses are required to hire at least 50 qualified employees and make a minimum
investment of $15,000 per qualified employee. Telecommunication service businesses meeting these criteria are
entitled to a $500 tax credit for each qualified employee hired and a $500 credit for each $100,000 in qualified
investment made.
x
Gross Receipts Tax Credit: The Gross Receipts tax break is a straight reduction offered over a ten-year period.
x
Public Utility Tax Credit: Any firm that is eligible for tax credits under the Blue Collar Jobs Act is also entitled to
receive for five years a rebate of 50 percent of the public utility tax that it owes on the operation of new or expanded
enterprise.
x
Business Finder’s Fee Tax Credit: The Business Finder's Fee (BFF) Tax Credit is designed to incentivize existing
Delaware businesses to leverage their relationships with suppliers, customers and other businesses to relocate to
Delaware, resulting in job creation, increased revenues and stronger supply networks. Both the existing Delaware
company (Sponsor Firm) and the new relocating business (New Business Firm) shall be eligible for a tax credit
equal to $500 multiplied by the number of full-time Delaware employees of the New Business firm each tax year for
3 years following the date in which the New Business Firm is certified in Delaware.
x
Research & Development Tax Credits: Qualified businesses with research and development expenses are eligible
for Delaware research and development tax credits. In addition, under House Bill 318, Delaware doubled the
research and development tax credit available to smaller businesses, while keeping in place the annual cap of $5
million for the credit as whole. Under this act, businesses with less than $20 million average annual gross receipts
for the most recent four years are entitled to a credit equal to 100% of the corresponding federal credit.
x
Veterans Opportunity Credit: The credit is an incentive to hire veterans who served in overseas conflicts since
2001. This is based on W-2 wage and for a qualified employer located in Delaware who hires one or more qualified
veterans.
x
Work Opportunity Tax Credit (WOTC) Federal Program: The WOTC is an employer credit designed to help
move people from welfare into gainful employment and obtain on-the-job experience. The credit for the employer
can be as much as: $2,400 for each new adult hire; $1,200 for each new summer youth hire; $4,800 for a veteran
entitled to compensation for a service-connected disability; $9,000 for each new long-term family assistance
recipient hired over a two-year period.
Reader’s Guide
37
Policy Initiatives
MISSION STATEMENT
To provide quality
public services to all of
our residents and employers, in
a cost-effective and transparent
manner, so that they may benefit
from a safer, healthier, and
more vibrant community.
Policy Initiatives
39
Policy Initiatives

PROGRAMMATIC POLICY GOALS AND OBJECTIVES
The New Castle County programmatic policies, compiled below, set forth the foundation of County service
levels and fiscal planning. The review and evaluation of these policies is a dynamic process and is integrated within
the budget cycle. Performance evaluations are conducted through various techniques and media as set forth on page
20. All programmatic policies are approved by the County Executive. Linkage of these policies to departmental
service levels is by example parenthetically, highlighted within the “Fiscal 2017 Major Service Level Goals”
(Operating Budget Summary tab) for some departments.
I. Safe Communities
New Castle County will promote safety, health and emergency preparedness through effective delivery of
public safety services that involve communities and volunteers.
1.
Reduce crime and increase prevention through community and volunteer partnerships.
2.
Prepare and respond effectively to man-made or natural disasters and emergencies.
3.
Maintain quality customer service through prompt and efficient responses to emergency and
non-emergency calls.
4.
Sustain high-quality EMS and volunteer fire services through coordinated partnerships and
service delivery.
II. Healthy & Livable Communities
New Castle County will promote healthy, livable communities through progressive planning and programming
in land use, infrastructure, recreation and community services.
40
1.
Promote, develop and sustain a healthy and balanced environment and neighborhoods.
2.
Develop and sustain recreational and community facilities, and plan and preserve green
space/open space.
3.
Promote and facilitate access to a diverse housing market.
4.
Provide well-maintained infrastructure that keeps pace with planned development in the
County.
Policy Initiatives
Policy Initiatives
III. Government Accountability & Transparency
New Castle County will continue to earn public confidence, and promote respect and accountability as an
employer.
1.
Encourage community involvement and dialogue in government decision making and service
delivery.
2.
Provide and maintain the infrastructure necessary to perform government functions and
services efficiently.
3.
Maintain fiscal integrity.
4.
Promote and maintain a diverse, highly-skilled workforce in a safe and supportive workplace
environment.
IV. Economic Growth & Vibrancy
New Castle County will develop partnerships to actively promote business expansion, with a focus on
sustainable, diverse and high-wage jobs.
1.
Streamline processes that encourage new and diverse businesses to open or expand in New
Castle County.
2.
Support entrepreneurship, business development and retention.
3.
Promote redevelopment of underutilized commercial properties and brown fields.
4.
Support local agriculture and purchasing from local businesses.
Policy Initiatives
41
Policy Initiatives

FINANCIAL POLICIES, OBJECTIVES AND ACCOMPLISHMENTS
The New Castle County financial policies, compiled below, set forth the basic framework for the overall fiscal
management of the County. Operating independently of changing circumstances and conditions, these policies
assist the decision-making process of the County Executive and the County Council. These policies provide
guidelines for evaluating both current activities and proposals for future programs.
Most of the policies represent principles, traditions, and practices which have guided the County in the past and
have helped maintain financial stability. The review and evaluation of these policies is a dynamic process and is
integrated within the budget cycle. Linkage of these policies to departmental service levels is by example
parenthetically, highlighted within the “Fiscal 2017 Major Service Level Goals” (Operating Budget Summary tab)
for selected departments.
V. Budgetary Policies
1.
The Operating Budget (Budget) for the County shall present a complete financial plan for the budget
year. The Budget will be prepared and presented as one comprehensive management and balanced
financial plan, including operating requirements, financing requirements, and requirements for employee
retirement and debt service funding.
2.
The Budget shall be presented to the County Council by the County Executive, together with a budget
message outlining the County Executive's reasons for the requested appropriations, and give effect to the
budget as presented. If the estimated revenue from existing sources is deemed by the County Executive
to be insufficient to balance the budget, the County Executive shall recommend revenues sufficient to
achieve a balanced budget.
3.
The County will reserve (Rainy Day Fund) in the General and Sewer Funds twenty percent of each fund's
budget estimated revenues in order to support unfunded designated mandates and a turbulent economy
(Legislated per Ordinance 01-035).
4.
The County should maintain in the General and Sewer Funds undesignated cash balances of at least five
to ten percent over and above the twenty percent Rainy Day Fund.
5.
Budget estimates shall be prepared and appropriations made in a manner that reflects the utilization of
costs and service delivery goals. Appropriations shall be arranged according to funds, departments, and
budget units.
6.
Historical levels of funding and expenditures shall be included in the Budget to provide
comparisons. Financial forecasting of future requirements shall be updated quarterly to provide
estimates of future financial and operating conditions.
7.
A budgetary control system is maintained to ensure compliance to the budget; monthly financial reports
compare actual revenues and expenditures to budgeted amounts. The County maintains accounting and
budgetary control systems that adequately safeguard the assets held in public trust.
8.
Unencumbered
appropriations
for
the
operating
budget
funds
lapse
at
year
end. Encumbered appropriations at year end, which are generally in the form of purchase orders or
contracts are reappropriated in the following year as prior year encumbrances.
9.
The County will continually evaluate its Key Financial Policies and adjust them accordingly.
10. The Budget shall provide estimates of all taxes to be collected for the budget year as well as all other
current receipts to be derived from other revenue sources.
11. The Budget shall present tax rates for the 13 incorporated municipalities within the County which reflect
tax rate credits for approved County services the municipalities provide.
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Policy Initiatives
Policy Initiatives
V. Budgetary Policies (Continued)
12. The County shall seek alternative revenue sources to fund new programs and find methods to reduce
expenses.
13. The County shall aggressively seek regional and national partners to support the war on terrorism,
drugs, community policing initiatives and major capital projects. Partnerships with our citizens, the
business community and other local jurisdictions shall be encouraged.
14. The County shall support a scheduled level of maintenance and replacement of its infrastructure and
fleet.
15. The budgeting system meets all the best practice recommendations of the Government Finance
Officers Association.
16. The County will maintain adequate financial reserves to provide limited pay-as-you-go capital
financing of our Capital Program.
17. The County will project its annual revenues based on historical data; County, State and national
economies; and new statutes.
18. The County will strive to find new revenue sources in order to assure future financial security.
19. The administrative overhead allocation provides a management tool to monitor accurately indirect
costs absorbed by the general fund and to charge the appropriate special revenue and enterprise funds
for administrative (indirect) costs expended in the General Fund.
20. The County, via the New Castle County Financial Advisory Council (NCCFAC), will have an external
council review and validate the long-term fiscal projections and implications of revenue and
expenditure forecasts for use by the County Executive in preparing, and by County Council in
considering and enacting, the annual budget (Ordinance 08-012).
21. The County, in setting the estimates for use of the transfer tax in support of the proposed budget, the
County Executive shall not certify, and County Council shall not adopt a revenue estimate that exceeds
ninety percent of the estimated real estate transfer tax estimated for the next fiscal year and certified by
NCCFAC (Ordinance 10-117).
Budgetary Objectives
1.
The County shall pass an operating budget by June 1st.
2.
The County shall strive to maintain current service delivery levels and improve priority services such
as public safety, libraries, and wastewater services.
3.
The County shall make every effort to minimize budgetary growth through the use of sound
management, cost-effective operations, and non-essential position reductions.
4.
The County shall seek revenue diversification in order to address future financial needs.
5.
The Budget shall be prepared and presented in such a manner that it serves as a policy document; a
financial plan; an operations guide; and a communication device to its staff, public officials, and
citizens.
6.
The County shall establish sewer service rates to meet operating costs.
7.
The County shall recognize the capital spending impact upon the operating budget.
Policy Initiatives
43
Policy Initiatives
V. Budgetary Policies (Continued)
Budgetary Accomplishments
1.
The Government Finance Officers Association awarded New Castle County the prestigious
Distinguished Budget Presentation Award for the Comprehensive Annual Budget Summary for the
fiscal year ended June 30, 2016.
2.
The sewer service rate for Fiscal 2017 sustains sewer operating costs.
3.
Created legislation establishing budget reserves (Rainy Day) for the General and Sewer Funds which
was adopted by County Council on April 24, 2001.
4.
County property tax rate and sewer service fees remain unchanged for FY2017.
5.
The New Castle County Financial Advisory Council (NCCFAC) certified FY2017 revenue estimates.
VI. Investment and Cash Management Policies
Investment and Cash Management Policies
1.
Funds invested by New Castle County are generally pooled for investment purposes and are subject to
a Pooled Investment Fund Policy, discussed below. However, certain funds must be invested
separately and are subject to fund-specific investment policies. In particular, Pension and OPEB (Other
Post-Employment Benefits) investments are managed by separate Boards of Trustees which establish
their own investment policies that include investments in stocks, bonds, and other investments. In
addition, the County may also establish discrete funds that are designated for specific purposes, such as
the Garstin fund, which are governed by their own investment policy statements or mandates and are
designated as “Other Investments” in the Pooled Funds Investment Policy.
2.
For investments governed by the Pooled Funds Investment Policy statement, the following asset
allocation strategy applies based on strategic objectives, spending policy and risk tolerance:
TYPE OF SECURITY
US Treasuries & Agencies
TIPS
GNMA
Residential & Commercial
Mortgage Backed
Asset Backed Securities
Yankees
US Corporates
Eurodollar Bonds
Sovereign Debt
Cash & Equivalents,
And Other Short-Term Investments
Taxable Municipals
44
MINIMUM RANGE
10%
0%
0%
MAXIMUM RANGE
100%
10%
50%
0%
35%
0%
0%
0%
0%
0%
15%
10%
50%
10%
15%
0%
50%
0%
5%
Policy Initiatives
Policy Initiatives
VI. Investment and Cash Management Policies (Continued)
The actual allocation of funds at any point in time will reflect the projected cash flow needs of the
County. The County employs an independent investment consultant to assist in the allocation of funds
and the selection of fund managers.
3.
Pooled Funds Restrictions
The portfolio will have a minimum average credit rating of A as rated by Standard & Poor’s, Moody’s or
Fitch. Individual securities must be rated BBB/Baa to be purchased, and any security downgraded to a
non-investment grade rating by any one of these major credit rating services must be sold immediately,
unless the Cash Management Committee (CMC), by review of a preponderance of extenuating evidence,
elects to retain such security.
Excluding securities issued or guaranteed by the US Government or its agencies, securities of a single
issuer shall not exceed 3% of the market value of the overall portfolio. Investment restrictions that are
applicable to New Castle County/Pooled Funds (NCC/PF) investments are identified below. However,
such restrictions shall not be applicable to Mutual Funds, Exchange Traded Funds or other Commingled
Fund investments which are subject to fund specific guidelines that are not altered for individual investors.
The CMC may, on a case-by-case basis, determine to waive or modify any of the following
restrictions. Any such waiver or modification shall be made only after a thorough review of the investment
manager and investment strategy involved, to be authorized by the CFO, with a written record of the basis
for the waiver or modification to be maintained by the CMC.
Investment Managers are required to invest idle cash balances daily in short-term investment vehicles.
The NCC/PF portfolio is prohibited from making direct investments except as provided above in the
securities or investment vehicles listed below:
x
x
x
x
x
x
x
x
Equities
Preferred Stock
Private Placements
Futures or Options
Credit Default Swaps
Speculative Derivatives
Collateralized Debt Obligations (CDO’s)
Securities Lending of any of the Portfolio
Investment and Cash Management Objectives
1.
Specific categories of investments include:
x
x
Cash deposits - The objective of this category is to preserve principal in order to meet current
operating cash needs and, if applicable, to offset banking service fees. Other funds maintained by
the County that fall outside the scope of the County’s operating funds may be placed in separate
accounts, held and/or invested in a similar fashion.
Short-term investments - The objective of this class of investments is to meet the cyclical cash
needs of the County’s operations during various periods within the annual cash flow cycle. The
average duration of these investments is typically 1-9 months.
Policy Initiatives
45
Policy Initiatives
VI. Investment and Cash Management Policies (Continued)
x
x
x
x
2.
Enhanced cash investments - The primary objective of this category is to provide enough
liquidity to meet cyclical cash requirements, typically on an annual basis, with a secondary
objective to generate income. Expected average duration of these investments is typically one (1)
year.
Long-term investments - The objectives of this category are to primarily produce income and
growth, while preserving principal. The average duration of these investments will reflect
projected cash flow needs of the County and general market conditions. However, in no event
shall the average duration exceed 10 years.
Bond proceeds - The funds should be invested in short-term instruments and meet the cash flow
needs of the County’s capital program and preserve principal as approved by the CFO. A
competitive short term yield should be generated while allowing sufficient liquidity to withdraw
funds to reimburse the County’s cash deposits when monies for capital projects are expended.
Other investments - The objective of this investment category is to have a positive economic
impact on New Castle County in the interest of its citizenry. Such investments established by the
County Executive or County Council are managed with their own policy and do not fall under the
guidelines of this policy.
The primary investment objectives under the Pooled Funds Investment Policy are to preserve capital
and to attain return on investments equal to or greater than applicable benchmarks.
Investment and Cash Management Accomplishments
1.
In the past ten years, the total return on investments (as measured in dollars) is:
Fiscal
Year
Interest Earned
Change in
Value/Other
Total Return (*)
2007
$10,278,527
$1,138,574
$11,417,101
2008
$9,355,103
$248,076
$9,603,179
2009
$5,295,914
-$11,010
$5,284,904
2010
$3,807,994
$4,525,230
$8,333,224
2011
$5,579,277
$404,897
$5,984,174
2012
$5,543,931
-$267,831
$5,276,100
2013
$4,914,241
-$2,389,379
$2,524,862
2014
$4,757,173
-$2,329,481
$2,427,692
2015
$3,677,558
-$2,280,815
$1,396,743
2016
$3,813,358
-$660,249
$3,153,109
(*) Note – Figures from FY2013 forward impacted by accounting changes due to
amortization of premiums/discounts
46
Policy Initiatives
Policy Initiatives
VII. Bonded Debt Policies
1.
Bonded debt of the County is to be issued only in the amounts and for the purposes for which the
County is authorized by Delaware Code.
2.
Bonded debt issued for capital improvement purposes is to be issued as general obligation debt of the
County or as specific purpose revenue bonds.
3.
Capital improvement bonded debt is to be issued to mature no more than 20 years from the year of
issue for the General Fund and 30 years for the Sewer Fund.
4.
Bonded debt is to be issued only when needed, and in amounts necessary for meeting such needs,
unless financial market conditions and/or projections indicate that it is to the County’s best interest to
deviate from this practice.
5.
Debt management ratios, legal debt margin, and impact upon future Operating Budgets are to be
disclosed annually (see Operating Budget Summary tab under “Debt Management”).
Bonded Debt Objectives
1.
Maintain the County’s "AAA" bond rating.
2.
Provide timely and cost-effective bonded debt financing.
3.
Stabilize future debt service tax rates through a level debt service (payment) structure.
4.
Obtain capital financing at the lowest available interest rates.
Bonded Debt Accomplishments
1.
Percentage of debt service to the Operating Budget will remain below 15% for the
General Fund (see page 198 for Sewer Fund debt service).
2.
Bonds are scheduled for an above average principal payout of above 49.2% in ten years.
3.
Reaffirmation of Aaa bond rating by Moody’s in January 2015.
4.
Reaffirmation of AAA bond rating by Standard & Poor's in January 2015.
5.
Reaffirmation of AAA bond rating by Fitch Ratings Inc. in January 2015.
Moody’s,
Standard & Poor’s
and Fitch
rate New Castle
County “AAA” –
the highest
attainable rating.
VIII. Financial and Accounting Policies
1.
Accounting policies of the County will conform to Generally Accepted Accounting Principles (GAAP)
as applicable to governments.
2.
Accounting policies will also conform to Governmental Accounting Standards Board (GASB)
statements.
3.
The basic accounting and reporting entity of the County will be a “fund.”
4.
The County’s governmental funds are to be maintained on the modified accrual basis of accounting
and are accounted for using a flow of current financial resources measurement focus.
5.
The governmental activities, business-type activities, and the proprietary and fiduciary funds of the
County will be accounted for on the accrual basis of accounting. These funds use a flow of economic
resources measurement focus.
6. The County Council will commission an annual independent audit of the County’s financial records.
Policy Initiatives
47
Policy Initiatives
VIII. Financial and Accounting Policies (Continued)
7.
The County will prepare and issue a Comprehensive Annual Financial Report, which will also be
submitted to the Government Finance Officer’s Association Certificate of Achievement Program.
8.
The County will advance the level of excellence of our financial controls, accounting and financial
reporting using technology, innovation and self-assessment.
Financial and Accounting Objectives
1.
County financial information is available through the Comprehensive Annual Financial Report,
Comprehensive Annual Budget Summary, Grantor Agency Reports, and supplementary information.
2.
County financial systems will be designed to report in compliance with Generally Accepted
Accounting Principles (GAAP), to fulfill the County’s duty to be publicly accountable while allowing
users to assess that accountability.
3.
County financial reports will be designed to assist users in evaluating the County’s ongoing operation,
and in assessing the level of services that can be provided and the ability to meet obligations as they
become due. The financial statements will report financial data in compliance with GAAP and the
Governmental Accounting Standards Board (GASB) statements.
4.
The audit performed by independent certified public accountants on an annual basis will assure
compliance of the County’s financial stewardship. In addition to meeting the requirements as set forth
in the County Code, the audit will also insure compliance with the Federal Single Audit Act as
amended in 1996 and OMB Circular A-133, Audits of States, Local Governments and Non-Profit
Organizations.
Financial and Accounting Accomplishments
48
1.
The Government Finance Officers Association (GFOA) awarded a Certificate of Achievement for
Excellence in Financial Reporting to the County for its Comprehensive Annual Financial Report for
the fiscal year ended June 30, 2015. The County has received this prestigious award for 35
consecutive years.
2.
Received legislative recognition through New Castle County Council Resolution 15-087 for financial
reporting excellence.
3.
Issuance of an unmodified independent audit report by CliftonLarsonAllen LLP for the County’s 2015
annual financial statements.
4.
Preparation and issuance of the 2015 Annual Grants Report, the 2015 Indirect Cost Allocation Plan,
the Comprehensive Annual Financial Report, and the 2016 Comprehensive Annual Budget Summary.
5.
Maintained a comprehensive financial web site to provide our citizens, employees, and financial
partners with a contemporary fiscal forum for questions and answers.
6.
Maintained a “Financial Procedures and Policies Manual” or interactive “e-Manual,” and an electronic
reference guide, documenting the policies and procedures of the Office of Finance.
7.
Expansion of electronic payment solutions resulting in expeditious receipt and control of funds.
Policy Initiatives
Policy Initiatives
VIII. Financial and Accounting Policies (Continued)
Financial and Accounting Accomplishments (Continued)
8.
Provided excellent customer service to County citizens through training employees, monitoring phone
call statistics, and utilizing performance evaluations.
9.
Monitored and evaluated the County’s financial process so as to validate legal compliance and fiscal
responsibility.
10. Maintained the New Castle County Revenue Manual, which defined and documented the revenue
sources of the County.
New Castle County
Achieves National Recognition
The GFOA presented the Office of
Finance with its “Certificate of Achievement
for Excellence in Financial Reporting” for its
Fiscal Year 2015 Comprehensive Annual
Financial Report. New Castle County was the
first government in Delaware to receive this
nationally recognized award, and has received
it for 35 consecutive years – more times than
any other government in the state.
Policy Initiatives
49
Policy Initiatives
IX. Key Financial Policies (KFP)
The County has adopted, as part of the annual budget, quantitative financial policies that address (1) capital
project duration, (2) the allowable percentage of debt service to the operating budgets, (3) the allowable percentage
of cost increase in the six-year Capital Program after the base year, (4) the limitations to amendments during the
year, (5) the three-year Operating Budget impact, (6) the quarterly capital project and program review, and (7) the
monthly capital cash forecast for twelve months, and a quarterly variance analysis. The following are the “Key
Financial Policies” for the fiscal year beginning July 1, 2016.
9 KFP #1
x
Each capital project will have a “sunset provision” after 24 months which can be lifted only by a
resolution adopted by County Council.
Rationale
x
Each agency must commit to the timely completion of each project adopted by the County Council and
approved by the County Executive.
Impact
x
Each agency will have 24 months from the date of authorization to complete all projects. Projects
authorized prior to July 1, 2014 must be completed on or before June 30, 2016. Projects approved for
continuance are to be completed on or before June 30, 2017.
x
The Fiscal Year 2017 Capital Program sunsets (excludes) 19 projects with an approximate savings of
$2.7 million.
9 KFP #2
x
The recommended allowable percentage of debt service to the Operating Budget:
(a) General Fund – 15%
(b) Sewer Fund – 20%*
* See page 192 for more information.
Rationale
x
Growing debt service payments as a percentage of the Operating Budget must be limited so as to
maintain the financial flexibility of the County.
Impact
x
50
Capital expenditures funded by general obligation debt will have to be programmed to avoid increasing
the future debt burden upon the residents. Exceptions to this policy may be considered only for
projects with a contemporary impact upon the health, safety and welfare of the residents and County
employees. Page 193 presents the percentage of debt service to the Operating Budgets through the
year 2026.
Policy Initiatives
Policy Initiatives
Key Financial Policies (Continued)
9 KFP #3
x
The allowable percentage of cost increase in each year of the six-year Capital Program after the
respective base year is:
(a) General Fund
5% for the fiscal years 2017 – 2022 (non-cumulative).
(b) Sewer Fund
No greater than the acceptable annual sewer rate increase for user fees.
KFP #3 is to provide for cost increases to authorized capital projects currently in the approved Capital Program.
Use of KFP #3 for new project requests will be evaluated by the Capital Strategies Review Committee (CSRC) on a
project-by-project basis for approval.
Rationale
x
Each agency must manage its Capital Program within certain time and cost constraints so as to
maintain effective project and cost controls.
x
County Executive must submit to County Council a balanced Operating Budget.
Impact
x
Each agency will become more sensitive to project completion within the original budget and time
frame. County government will limit sewer capital activity to projects that do not exceed a
recommended net debt service to Operating Budget percentage of 20%.
9 KFP #4
x
Capital project amendments during a year shall not exceed the annually adopted budget and funding
levels. All amendments shall be reviewed and evaluated by the Capital Program and Budget Review
Committee (CPBRC).
Rationale
x
Each agency must manage its Capital Program within certain time and cost constraints so as to
maintain effective project and cost controls.
Policy Initiatives
51
Policy Initiatives
9 KFP #4 (Continued)
Impact
x
Project amendments will require each agency to adjust its existing projects and program to conform to
existing authorizations. This will limit project additions and project cost overruns. Exceptions to this
policy may be considered only for projects with a contemporary impact upon the health, safety and
welfare of the residents and County employees.
9 KFP #5
x
Each agency shall submit a three-year Operating Budget impact for personnel services costs, other
operating expenses and debt service costs with each project request.
Rationale
x
Each agency must disclose the Operating Budget impact so that total project-related costs can be
considered in the decision-making process.
Impact
x
Annual Operating Budget costs will be considered in the project acceptance process. These operating
costs will provide management and County Council with total project-related costs.
9 KFP #6
x
Quarterly capital project and program reviews conducted by the CSRC are to monitor existing project
performance and to update the six-year Capital Program.
Rationale
x
Each agency must actively manage each project and provide quarterly reports on the physical and
fiscal status of each project to management and County Council.
Impact
x
52
A Capital Project Status Report and a Proposed Capital Program and Budget Summary are prepared by
each agency for each of the capital projects in the Budget and for the proposed Capital Program and
Budget for the next fiscal year.
Policy Initiatives
Policy Initiatives
9 KFP #7
x
Each agency shall submit to the CSRC a monthly capital cash forecast (receipts and disbursements) for
a twelve-month period and a quarterly variance analysis (forecast to actual).
Rationale
x
Each agency must actively oversee and report the fiscal activity of each project in order to maximize
the County’s investment opportunities and to meet the Treasury arbitrage regulations.
Impact
x
Monthly, each agency will project the next twelve months activity for each project. Quarterly, a
“forecast to actual” report is prepared by the Budget Office for each agency to explain the variances for
each project.
9 Other Significant Policy Initiatives
x
Budget Reserve
In Fiscal 2001 County Council adopted Ordinance 01-035 which established a Budget Reserve Account within
the General Fund and Sewer Fund. The amount of reserve in each fund at the end of each fiscal year will be twenty
percent of the total estimated revenues of the fund for the following fiscal year. County Council could, by a tenthirteenths vote, appropriate funds needed to fund unanticipated deficits or revenue reductions. Any change to the
percentage allocation of the Budget Reserve Account will require a ten-thirteenths vote by County Council. In
addition, Ordinance 05-021 established funding for the Tax Stabilization Reserve Account in the General Fund and
the Sewer Rate Stabilization Account in the Sewer Fund. These Reserve Accounts are in addition to the Budget
Reserve Account established by § 14.01.013 of the New Castle County Code. The amount of these accounts would
be established annually by New Castle County Council.
In addition, the County maintains a Real Estate Transfer Tax Reserve, Strategic Economic Development
Designated Fund and Sewer Capital Recovery Fee Designated Fund.
x
Capital Spending Impact Upon the Annual Operating Budget
In conjunction with KFP #5, the development of measurement criteria for this impact was completed by the
Capital Strategies Review Committee (CSRC). Standard costs are established for each facility, ball field, parkland,
etc. Accordingly, annual operating cost increases and decreases are disclosed for each project. Included in the
“Capital Budget Summary” section of this document is a schedule by agency and project disclosing the additional
Operating Budget costs for the subsequent year.
These policies are reviewed by County Council as part of the Annual Operating Budget and Capital Budget
legislative cycle.
Policy Initiatives
53
Budgetary Profiles
New Castle County
FY2017 Approved Operating Budget
Budgetary Profiles
OVERVIEW
The budget chart and tables in this section highlight key financial relationships and
trends. This section summarizes the operating budget document with the following:
Budgetary Profiles
Operating Budget by Fund ¾ Page 56
Operating Budget “Where the Money Comes From” ¾ Page 57
Operating Budget “Where the Money Goes” ¾ Page 57
Operating Budget Sources of Funds ¾ Page 58
Operating Budget Uses of Funds ¾ Page 59
Operating Budget Comparison by Department ¾ Page 60
Changes in Financial Position ¾ Page 61 – 63
Comparative Schedules ¾ Page 64 – 67
Combined Schedules ¾ Page 68 – 71
55
Budgetary Profiles
NewCastleCounty
FiscalYear2017ApprovedOperatingBudget
Percentage ofBudgetbyFund
SewerFund
$72,990,659
27%
GeneralFund
$184,766,473
69%
CrossingGuard
Fund
$3,736,625
2%
StreetLightFund
$5,789,961
2%
ALLFUNDS…$267,283,718
Note:Theapproved2017operatingbudgetforallfundsincreased$10,572,369
or4.12%overtheauthorized2016operatingbudget.
56
Budgetary Profiles
Budgetary Profiles
NewCastleCounty
FY2017OperatingBudget
APPROVED
WheretheMoneyComesFrom...
RealEstateProperty…
RealEstateTransferTax
SewerCharges&Fees
UseofMoney&Property
ServiceCharges&Fees
Licenses&Permits
Intergovernmental…
SpecialAssessments
AvailableCashBalance
0
10
20
30
40
50
60
70
80
90
100 110 120
In Millions
WheretheMoneyGoes...
CountyCouncil
CountyExecutive
Administration
SpecialServices
LandUse
CommunityServices
PublicSafety
RowOffices
DebtService
EthicsCommission
Contingencies
0
10
20
30
40
50
60
70
80
90
100
In Millions
Budgetary Profiles
57
NEW CASTLE COUNTY
Sources of Funds Summary
SOURCES
General
Fund
FUNDS
Street
Light
Fund
Sewer
Fund
Crossing
Guard
Fund
TOTAL
$113,252,000
$0
$0
$0
$113,252,000
Real Estate Transfer Tax
25,740,000
0
0
0
$25,740,000
Sewer Charges and Fees
0
71,890,659
0
0
$71,890,659
Use of Money & Property
4,826,282
1,100,000
0
0
$5,926,282
Service Charges and Fees
22,587,506
0
0
0
$22,587,506
Licenses and Permits
6,772,952
0
0
0
$6,772,952
Intergovernmental Revenue
7,300,959
0
0
0
$7,300,959
0
0
5,405,520
3,477,652
$8,883,172
384,441
5,789,961
0
258,973
3,736,625
0
$9,661,188
272,014,718
(4,731,000)
$5,789,961
$3,736,625
Real Estate Taxes
Special Assessments
Available Cash Balances
Sources of Funds
Interfund Transfer
APPROPRIATED SOURCES
OF FUNDS
7,717,774
188,197,473
(3,431,000)
$184,766,473
1,300,000
74,290,659
(1,300,000)
$72,990,659
$267,283,718
Discussion of the FY2017 Appropriations compared to the prior year is presented in the Operating Budget Summary tab.
RTT Debt Service is included under Available Cash Balances.
58
Budgetary Profiles
NEW CASTLE COUNTY
Uses of Funds Summary
USES
General
Fund
FUNDS
Street
Light
Fund
Sewer
Fund
Crossing
Guard
Fund
TOTAL
Salaries and Wages
$93,668,894
$12,072,219
$0
$1,793,644
$107,534,757
Employee Benefits
49,718,986
6,558,454
0
699,636
$56,977,076
Training and Civic
610,309
7,380
0
25,600
$643,289
Communication and Utilities
3,943,194
20,172,784
5,263,602
2,100
$29,381,680
Materials and Supplies
5,666,327
1,226,286
0
34,950
$6,927,563
28,797,489
7,483,381
0
255,573
$36,536,443
1,060,315
302,946
0
2,000
$1,365,261
Grants and Fixed Charges
14,117,644
293,900
0
0
$14,411,544
Debt Service
17,504,086
17,964,878
0
0
$35,468,964
0
20,000
0
0
$20,000
1,339,605
85,000
0
0
$1,424,605
0
0
0
(23,407,464)
$66,187,228
$5,263,602
$2,813,503
$267,283,718
6,803,431
526,359
923,122
0
$72,990,659
$5,789,961
$3,736,625
$267,283,718
Contractual Services
Equipment
Land and Structures
Contingencies
Intragovernmental Service Credits
Uses of Funds
General & Admin. Charges (Credit)
APPROPRIATED USES OF FUNDS
(23,407,464)
$193,019,385
(8,252,912)
$184,766,473
MAJOR COST COMPONENTS
General Fund - Salaries and Benefits consume approximately 77.6% of the fund with Debt Service accounting for another 9.5%.
Sewer Fund - Utility costs, chiefly treatment costs paid to the City of Wilmington ($18.5 million), uses 27.6% of the budget.
Salaries and Benefits consume 25.5% and Debt Service requires 24.6% of the fund's resources.
Budgetary Profiles
59
NEW CASTLE COUNTY
Comparative Schedule
All Funds
FY2017
Over (Under)
FY2016 Approved
FY2016
Approved
FY2017
Approved
Amount
Percentage
$3,587,409
$3,659,953
$72,544
2.02%
2,167,576
2,451,769
284,193
13.11%
Administration
20,528,298
21,245,233
716,935
3.49%
Special Services
61,757,426
64,056,008
2,298,582
3.72%
Land Use
12,757,330
13,805,541
1,048,211
8.22%
Community Services
18,838,508
19,998,413
1,159,905
6.16%
Public Safety
92,649,775
98,064,220
5,414,445
5.84%
Prothonotary
35,500
45,000
9,500
26.76%
254,891
256,748
1,857
0.73%
Register of Wills
1,570,599
1,601,222
30,623
1.95%
Recorder of Deeds
2,264,193
2,294,860
30,667
1.35%
Sheriff
1,967,612
1,999,945
32,333
1.64%
678,105
723,234
45,129
6.66%
36,046,203
35,468,964
(577,239)
-1.60%
215,924
298,003
82,079
38.01%
1,392,000
1,314,605
(77,395)
-5.56%
$256,711,349
$267,283,718
County Council
County Executive
Clerk of the Peace
Debt Service
Ethics Commission
Contingencies (Non Deptl)
Total - All Appropriations
$10,572,369
4.12%
Discussion of the FY2017 Appropriations compared to the prior year is presented in the Operating Budget
Summary tab.
60
Budgetary Profiles
NEW CASTLE COUNTY
Combined Projected Financial Condition
General and Sewer Funds
FY2015
Actual
Beginning Balance**
FY2016
Estimated
FY2017
Budget
$59,952,158
$55,920,727
$43,911,179
136,751,336
91,679,289
6,567,031
9,931,236
5,805,209
250,734,101
140,521,200
94,733,852
6,517,214
8,133,777
5,478,034
255,384,077
138,992,000
94,478,165
6,772,952
7,300,959
5,926,282
253,470,358
34,973,947
94,229,344
61,030,449
18,337,603
10,783,593
39,427,470
0
258,782,406
34,869,244
95,108,760
60,552,182
18,327,532
11,182,259
36,047,623
0
256,087,600
38,298,877
95,250,717
64,141,008
19,998,413
12,852,065
35,468,964
0
266,010,044
Revenues
Taxes
Charges for Services
Intergovernmental
Use of Money and Property
Sources of Funds:
Expenditures/Expenses
General Government
Public Safety
Special Services
Community Services
Land Use
Debt Service
Contingencies
Excess of Revenues Over (Under)
(8,048,305)
(703,523)
(12,539,686)
4,475,014
7,630,065
(6,397,873)
5,707,206
4,155,750
7,951,170
(7,597,392)
4,509,528
4,286,774
8,252,912
(4,731,000)
7,808,686
(2,341,099)
3,806,005
(4,731,000)
Other Sources (Uses)
RTT Debt Service
Operating Transfers In
Operating Transfers Out
Revenues and Other Sources Over/Under
Expenditures/Expenses and Other Uses
Rollover Encumbrances
Economic Development Fund Designate
Appropriated Reserves
Ending Balance**
0
(1,690,332)
$55,920,727
(3,372,070)
(7,500,000)
(4,943,483)
$43,911,179
0
4,731,000
$39,180,179
ALL FUNDS:
All Funds consist primarily of the General Fund and Sewer Fund as presented on pages 56 and 57. Excluded in
this schedule are the Street Light Fund and Crossing Guard Fund which are non-material funds.
**Additional detail can be found in the Comprehensive Annual Financial Report available from the Office of Finance.
The available balance presents budget resources available for appropriation at the beginning of the fiscal year and
projected resources remaining at year end. A description of reserves and the dollar amount of each reserve can be found
in the "Financial Condition Profile" of the Transmittal Letter on page xv.
Budgetary Profiles
61
NEW CASTLE COUNTY
General Fund
FY2015
Actual
Beginning Balance**
FY2016
Estimated
FY2017
Budget
$46,977,847
$45,596,028
$34,876,503
136,751,336
21,911,479
6,567,031
9,931,236
5,040,691
180,201,773
140,521,200
22,566,516
6,517,214
8,133,777
4,542,604
182,281,311
138,992,000
22,587,506
6,772,952
7,300,959
4,826,282
180,479,699
26,995,435
94,229,344
16,139,314
18,337,603
10,783,593
20,452,625
186,937,914
27,506,722
95,108,760
14,474,983
18,327,532
11,182,259
17,632,080
184,232,336
30,536,970
95,250,717
16,877,134
19,998,413
12,852,065
17,504,086
193,019,385
(6,736,141)
(1,951,025)
(12,539,686)
4,475,014
7,630,065
(5,060,425)
7,044,654
4,155,750
7,951,170
(6,162,042)
5,944,878
4,286,774
8,252,912
(3,431,000)
9,108,686
3,993,853
(3,431,000)
(2,269,895)
(7,500,000)
(4,943,483)
3,431,000
Revenues
Taxes
Intergovernmental
Sources of Funds:
General Government
Public Safety
Special Services
Community Services
Land Use
Debt Service
Excess of Revenues Over (Under)
Other Sources (Uses)
RTT Debt Service
Operating Transfers In
Expenditures/Expenses and Other Uses
Economic Development Fund Designate
Appropriated Reserves (B)
Ending Balance** (A)
308,513
(1,690,332)
$45,596,028
$34,876,503
$31,445,503
**Additional detail can be found in the Comprehensive Annual Financial Report available from the Office of Finance.
The available balance presents budget resources available for appropriation at the beginning of the fiscal year and
projected resources remaining at year end. A description of reserves and the dollar amount of each reserve can be found
in the "Financial Condition Profile" of the Transmittal Letter on page xv.
(A) Excludes Rainy Day Reserve of $35.0 million as of July 1, 2016.
(B) Reflects RTT Reserve Designation.
62
Budgetary Profiles
NEW CASTLE COUNTY
Sewer Fund
FY2015
Actual
Beginning Balance**
FY2016
Estimated
FY2017
Budget
$12,974,311
$10,324,699
$9,034,676
69,767,810
764,518
70,532,328
72,167,336
935,430
73,102,766
71,890,659
1,100,000
72,990,659
7,978,512
44,891,135
18,974,845
71,844,492
7,362,522
46,077,199
18,415,543
71,855,264
7,761,907
47,263,874
17,964,878
72,990,659
Excess of Revenues Over (Under) Expenditures
(1,312,164)
1,247,502
(1,337,448)
(1,435,350)
(1,300,000)
Expenses and Other Uses
(2,649,612)
(187,848)
(1,300,000)
Revenues
Expenses
General Government
Special Services
Debt Service
0
(1,102,175)
Appropriated Reserves
0
0
Ending Balance** (A)
$10,324,699
$9,034,676
1,300,000
$7,734,676
*Represents amount transferred for use for sewer capital projects.
**Additional detail can be found in the Comprehensive Annual Financial Report available from the Office of Finance. The
available balance presents budget resources available for appropriation at the beginning of the fiscal year and projected
resources remaining at year end. A description of reserves and the dollar amount of each reserve can be found in the "Financial
Condition Profile" of the Transmittal Letter on page xv.
(A) Excludes Rainy Day Reserve of $14.9 million as of July 1, 2016. Also excludes the Capital Recovery Reserve of $20.6
million as of July 1, 2016.
Budgetary Profiles
63
NEW CASTLE COUNTY
Summary of Sources and Uses of Funds
All Funds
SOURCES:
FY2015
Actual
FY2016
Estimated
FY2017
Budget
$110,959,812
$111,476,524
25,791,524
29,044,676
25,740,000
69,767,810
5,805,209
72,167,336
5,478,034
71,890,659
5,926,282
21,911,479
22,566,516
22,587,506
6,567,031
6,517,214
6,772,952
9,931,236
8,244,095
5,710,054
(6,397,873)
8,133,777
9,213,699
9,026,964
(7,597,392)
7,300,959
8,883,172
9,661,188
(4,731,000)
Real Estate Taxes
Special Assessments
Interfund Transfers
Appropriated Sources of Funds
$113,252,000
$258,290,377
$266,027,348
$267,283,718
$101,417,054
59,667,388
369,077
28,175,293
5,863,467
31,944,564
1,163,310
13,411,748
40,310,432
1,850
0
$101,371,642
60,524,640
529,633
28,739,947
5,741,700
32,702,691
1,049,215
14,280,313
36,047,623
1,850
0
$107,534,757
$56,977,076
$643,289
$29,381,680
$6,927,563
$36,536,443
$1,365,261
$14,411,544
$35,468,964
$20,000
$1,424,605
($23,407,464)
USES:
Salaries and Wages
Employee Benefits
Training and Civic
Equipment
Debt Service
Land and Structure
Contingencies
Appropriated Uses of Funds
(22,274,763)
$260,049,420
(23,687,008)
$257,302,246
$267,283,718
Discussion of the FY2017 Sources and Uses of Funds and major changes is presented in the Operating Budget
Summary tab.
64
Budgetary Profiles
NEW CASTLE COUNTY
General Fund
SOURCES:
Real Estate Taxes
Interfund Transfers
FY2015
Actual
FY2016
Estimated
FY2017
Budget
$110,959,812
$111,476,524
$113,252,000
25,791,524
29,044,676
25,740,000
5,040,691
4,542,604
4,826,282
21,911,479
22,566,516
22,587,506
6,567,031
6,517,214
6,772,952
9,931,236
5,450,256
(5,060,425)
8,133,777
8,155,750
(6,162,042)
7,300,959
7,717,774
(3,431,000)
$180,591,604
$184,275,019
$184,766,473
$88,405,226
52,536,545
347,230
3,371,841
4,824,687
25,103,805
953,887
13,216,832
20,452,624
0
0
$88,273,830
52,974,881
505,022
3,349,043
4,616,160
25,832,589
749,181
13,986,557
17,632,080
0
0
$93,668,894
49,718,986
610,309
3,943,194
5,666,327
28,797,489
1,060,315
14,117,644
17,504,086
0
1,339,605
USES:
Salaries and Wages
Employee Benefits
Training and Civic
Equipment
Debt Service
Land and Structure
Contingencies
Uses of Funds
General and Administrative Charges
(22,274,763)
$186,937,914
(7,630,065)
$179,307,849
(23,687,008)
$184,232,335
(7,951,170)
$176,281,165
(23,407,464)
$193,019,385
(8,252,912)
$184,766,473
Summary tab.
Budgetary Profiles
65
NEW CASTLE COUNTY
Sewer Fund
SOURCES:
FY2015
Actual
FY2016
Estimated
FY2017
Budget
$69,767,810
764,518
0
(1,337,448)
0
$72,167,336
935,430
334,700
(1,435,350)
0
$71,890,659
1,100,000
1,300,000
(1,300,000)
0
$69,194,880
$72,002,116
$72,990,659
Contingencies
$11,347,736
6,349,891
4,842
20,166,240
1,007,952
6,447,137
209,423
194,916
19,857,808
1,850
0
$11,407,515
6,735,779
5,299
20,448,706
1,090,870
6,632,970
300,034
293,756
18,415,543
1,850
0
$12,072,219
6,558,454
7,380
20,172,784
1,226,286
7,483,381
302,946
293,900
17,964,878
20,000
85,000
Uses of Funds
$65,587,795
$65,332,322
$66,187,228
6,256,697
6,522,942
6,803,431
$71,844,492
$71,855,264
$72,990,659
Interfund Transfers
Reserves
USES:
Salaries and Wages
Employee Benefits
Training and Civic
Equipment
Debt Service
Land and Structure
Summary tab.
66
Budgetary Profiles
NEW CASTLE COUNTY
Street Light Fund
SOURCES:
FY2015
Actual
FY2016
Estimated
FY2017
Budget
$4,728,828
$0
$5,452,820
$360,487
$5,405,520
$384,441
$4,728,828
$5,813,307
$5,789,961
$4,636,928
$4,941,697
$5,263,602
Uses of Funds
$4,636,928
502,453
$4,941,697
521,417
$5,263,602
526,359
$5,139,381
$5,463,114
$5,789,961
Special Assessments
USES:
Crossing Guard Fund
SOURCES:
FY2015
Actual
FY2016
Estimated
FY2017
Budget
$3,515,267
$0
$259,798
$3,760,879
$0
$176,027
$3,477,652
$0
$258,973
$3,775,065
$3,936,906
$3,736,625
$1,664,092
780,952
17,005
284
30,828
393,622
$0
$1,690,297
813,980
19,312
501
34,670
237,132
$0
$1,793,644
699,636
25,600
2,100
34,950
255,573
$2,000
$2,886,783
$870,915
$2,795,892
$906,811
$2,813,503
$923,122
$3,757,698
$3,702,703
$3,736,625
Special Assessments
Interfund Transfers
USES:
Salaries and Wages
Employee Benefits
Training and Civic
Equipment
Uses of Funds
Summary tab.
Budgetary Profiles
67
NEW CASTLE COUNTY
Combined Budgetary Schedule
Revenues and Funding Sources
SOURCES:
FY2015
Actual
FY2016
Estimated
FY2017
Budget
GENERAL FUND:
Real Estate Taxes
Initial Annual Levy
Prior Year Taxes
Tax Penalties
$109,408,084
1,063,323
488,405
$110,428,472
549,636
498,416
$111,700,000
1,000,000
552,000
Real Estate Taxes
$110,959,812
$111,476,524
$113,252,000
$25,791,524
$29,044,676
$25,740,000
$35,990
4,186,450
3,824,327
5,849,280
318,348
800,293
157,850
616,967
293,905
673,855
209,400
1,111,705
130,225
1,003,931
1,831,595
579,121
288,237
$39,386
4,353,851
3,381,401
7,175,210
330,988
776,120
175,900
716,837
273,812
606,479
209,400
1,111,705
130,226
1,057,430
1,257,001
674,408
296,362
$36,300
3,838,149
3,433,500
7,161,000
271,830
948,750
195,000
1,040,000
356,665
832,000
209,400
1,111,705
132,500
950,000
993,133
744,624
332,950
Service Charges & Fees
$21,911,479
$22,566,516
$22,587,506
Licenses & Permits
Building Permits
Plumbing Permits
Other Permits & Licenses
Business Licenses
Contractors Licenses
Marriage Licenses
$3,645,067
918,664
668,998
711,940
371,000
251,362
$3,455,806
937,499
683,620
761,656
386,200
292,433
$3,716,919
925,000
565,033
720,000
515,000
331,000
Licenses & Permits
$6,567,031
$6,517,214
$6,772,952
Service Charges & Fees
Prothonotary
Sheriff
Wills
Deeds & Instruments
Zoning Fees
Subdivision Review
Zoning Review
Property Maintenance Fines/Recoveries
Library Fines & Fees
Public Safety Accident Reports/Fees/Fines
Emergency Comm. Reimbursements
Enhanced 911 Reporting System Fee
Westover Hills - Police Services
Insurance Recoveries
Miscellaneous Fees & Income
Park Leases & Rentals
User Permits & Program Fees
68
Budgetary Profiles
NEW CASTLE COUNTY
Revenues and Funding Sources (Continued)
SOURCES:
FY2015
Actual
FY2016
Estimated
FY2017
Budget
GENERAL FUND (Continued):
Interest Earnings/Impact Fees
City of Wilmington-City/County Building
Rentals, Concessions, and Sale of Assets
$3,901,096
569,847
569,748
$3,626,908
543,607
372,089
$3,800,580
536,672
489,030
$5,040,691
$4,542,604
$4,826,282
$0
402,677
89,867
256,302
3,729,541
5,017,793
130,707
16,420
287,929
$154,792
494,166
100,038
261,428
1,642,737
4,805,443
130,537
53,009
491,627
$17,261
411,000
100,000
256,748
0
5,511,281
130,185
5,000
869,484
$9,931,236
$8,133,777
$7,300,959
$180,201,773
$182,281,311
$180,479,699
Intergovernmental Revenues
Payment-in-lieu-of Taxes
Real Estate Transfer Tax Fee
Indirect Cost Recovery
State Chancery Reimbursement
State Pension Contribution
State Paramedic Reimbursement
RZEDB interest
Misc Gov Agencies
Dept of Justice
Sub-Total General Fund
Reserves
Other Transfers
General Fund Revenues and Funding Sources
5,450,256
(5,060,425)
8,155,750
(6,162,042)
7,717,774
(3,431,000)
$180,591,604
$184,275,019
$184,766,473
$90,817
388,997
171,043
57,320,470
4,661,891
764,518
202,643
171,282
127,787
303,744
5,356,682
871,259
101,195
$87,617
593,684
24,644
57,133,272
3,342,487
935,430
333,175
1,304,456
119,562
362,808
7,871,609
873,590
120,432
334,700
$50,000
706,300
91,700
57,850,000
3,500,000
1,100,000
250,000
569,089
46,230
346,100
7,500,000
871,240
110,000
1,300,000
$70,532,328
$73,437,466
$74,290,659
SEWER FUND:
Connections Fees
Septic Waste Hauler Fees
Survey & Inspection Fees
Sewer Service - Current
Sewer Service - Delinquent
Interest Earnings-Operating Funds
Groundwater/Wastewater Fees
Stormwater Fees
Miscellaneous Reimbursement
Plans Review
Capital Recovery Fees
RZEDB Interest Reimbursement
FOG Program Fees
Sub-Total Sewer Fund
Other Transfers
Sewer Fund Revenues and Funding Sources
Budgetary Profiles
(1,337,448)
$69,194,880
(1,435,350)
$72,002,116
(1,300,000)
$72,990,659
69
NEW CASTLE COUNTY
Revenues and Funding Sources (Continued)
SOURCES:
FY2015
Actual
FY2016
Estimated
FY2017
Budget
STREET LIGHT FUND:
Street Light Revenues
Street Light Fund Revenues & Funding Sources
$4,728,828
835,670
$5,452,820
360,487
$5,405,520
384,441
$5,564,498
$5,813,307
$5,789,961
$3,515,267
0
259,798
$3,760,879
0
176,027
$3,477,652
0
258,973
$3,775,065
$3,936,906
$3,736,625
$259,126,047
$266,027,348
$267,283,718
CROSSING GUARD FUND:
Crossing Guard Revenues
Interfund Transfers
Crossing Guard Fund Revenues & Funding Sources
ALL REVENUES AND FUNDING SOURCES
70
Budgetary Profiles
NEW CASTLE COUNTY
Expenditure and Appropriation Uses
By Function
USES:
FY2015
Actual
FY2016
Estimated
FY2017
Budget
GENERAL FUND
General Government
Public Safety
Special Services
Community Services
Land Use
Debt Service
Contingencies
Total General Fund
$26,995,435
94,229,344
16,139,314
18,337,603
10,783,593
20,452,625
0
(7,630,065)
$27,506,722
95,108,760
14,474,983
18,327,532
11,182,259
17,632,080
0
(7,951,170)
$29,307,365
95,250,717
16,877,134
19,998,413
12,852,065
17,504,086
1,229,605
(8,252,912)
$179,307,849
$176,281,166
$184,766,473
Wastewater Service
Debt Service
$45,729,987
18,974,845
7,139,660
$46,916,779
18,415,543
6,522,942
$48,222,350
17,964,878
6,803,431
Total Sewer Fund
$71,844,492
$71,855,264
$72,990,659
Street Lighting
$4,636,928
502,453
$4,941,697
521,417
$5,263,602
526,359
Total Street Light Fund
$5,139,381
$5,463,114
$5,789,961
Crossing Guard
$2,886,783
870,915
$2,795,892
906,811
$2,813,503
923,122
Total Crossing Guard Fund
$3,757,698
$3,702,703
$3,736,625
$260,049,420
$257,302,247
$267,283,718
SEWER FUND
STREET LIGHT FUND
CROSSING GUARD FUND
TOTAL
Summary tab.
Budgetary Profiles
71
Fiscal Year 2017
Comparative Summary of
Sources and Uses of Funds
Funding Summaries
Program Summaries
9 Reader is provided additional data for the current
budget year and the prior two fiscal years in the
BUDGETARY PROFILES tab.
NewCastleCounty
ComparativeSummaryofSourcesandUsesofFunds
FY2016/FY2017ApprovedBudgets
FY2016
Approved
Budget
FY2017
Approved
Budget
FY2017
Over(Under)
FY2016
RealEstateTaxes
RealEstateTransferTax
SewerCharges&Fees
UseofMoneyandProperty
ServiceChargesandFees
LicensesandPermits
IntergovernmentalRevenues
SpecialAssessments
AvailableCashBalances*
Subtotal
$ 112,133,000
24,101,192
72,752,131
5,848,489
21,782,841
6,770,492
6,085,249
9,108,449
4,692,264
$ 263,274,107
$ 113,252,000
25,740,000
71,890,659
5,926,282
22,587,506
6,772,952
7,300,959
8,883,172
9,661,188
$ 272,014,718
$1,119,000
$1,638,808
$(861,472)
$77,793
$804,665
$2,460
$1,215,710
$(225,277)
$4,968,924
$8,740,611
1.00%
6.80%
Ͳ1.18%
1.33%
3.69%
0.04%
19.98%
Ͳ2.47%
105.90%
3.32%
InterfundTransfer
(6,562,758)
(4,731,000)
1,831,758
Ͳ27.91%
AppropriatedSourcesofFunds
$ 256,711,349
$ 267,283,718
$10,572,369
4.12%
SalariesandWages
EmployeeBenefits
TrainingandCivic
CommunicationandUtilities
MaterialsandSupplies
ContractualServices
Equipment
GrantsandFixedCharges
DebtService
LandandStructures
Contingencies
IntragovernmentalServiceCredits
$ 102,857,362
52,936,197
569,232
29,086,841
6,917,653
37,534,581
1,073,085
12,358,800
36,046,203
28,600
2,019,000
(24,716,205)
$ 107,534,757
56,977,076
643,289
29,381,680
6,927,563
36,536,443
1,365,261
14,411,544
35,468,964
20,000
1,424,605
(23,407,464)
$4,677,395
4,040,879
74,057
294,839
9,910
(998,138)
292,176
2,052,744
(577,239)
(8,600)
(594,395)
1,308,741
AppropriatedUsesofFunds
$ 256,711,349
$ 267,283,718
$10,572,369
Percent
Change
SOURCES:
USES:
4.55%
7.63%
13.01%
1.01%
0.14%
Ͳ2.66%
27.23%
16.61%
Ͳ1.60%
Ͳ30.07%
Ͳ29.44%
Ͳ5.30%
4.12%
*AvailableCashincludesRTTDebtService.
75
Funding Summaries
How Are Costs and Revenues Estimated?
In order to achieve the most accurate and reasonable projections for anticipated revenues and costs,
revenue and expense categories are analyzed using the most appropriate methodology for each category.
Forecasters consider all applicable limitations and requirements in projecting each individual revenue and
expense source.
One or more of the following factors may play
an important role in the development of
revenue and expenditure forecasts.
Legal or Mandated Requirements – Some revenue and expense categories are
defined by specific legal requirements or restrictions. For example, the State
imposes a limit on the transfer tax charged by the County on real estate transactions
of 1.5%; debt service payments are based on agreed upon periodic repayment
schedules; salaries and wages are based on negotiated union contracts for most
employees, and County Council reviews the recommended budget.
Department Staff Estimates – Each year the Administration and department
management meet to identify future staffing needs, large capital projects or
equipment costs, and new one-time or ongoing programs that they think will affect
the operating or capital budget over the next five years. The experience and
expertise of department managers is also crucial for accurately projecting expected
revenues from sources such as permits and fees.
Related Formulas – Specific County revenues and expenses are directly affected
by demographic and economic factors such as population trends and inflation rates.
For example, population growth is almost always accompanied by an increase in
real estate tax revenue. However, demand for services and additional infrastructure
improvements (i.e., expenses) will also rise.
Balanced Budget Requirement – State and County law and County financial
policies require that each annual County budget be a “balanced” budget. This
means that County expenditures cannot exceed its revenues.
New Castle County Financial Advisory Council – NCCFAC meets regularly
during the fiscal year to review County revenue and expenditure projections.
NCCFAC also approves the revenue projections for the forthcoming fiscal year
prior to the final approval of the budget by County Council.
76
Funding Summaries
Fiscal Year 2017 Revenue Assumptions
Major Revenue Sources
Property Taxes
Property taxes were estimated based on the net assessed value of $18,776,800,811 as of March 15,
2016, at 70.06 cents per $100 and a 99% collection rate. The resulting estimated property tax revenue
for Fiscal Year 2017 is $111,700,000. The average and median residential bills are based on a tax
rate of 70.06 cents per $100 of assessed value. The tax rate is unchanged from last year. The average
unincorporated residential bill will be $519 annually. The median residential bill is $448.
The real estate transfer tax rate for Fiscal Year 2017 is 1.5% of the selling price of real estate sold.
Taxes reflected in the budget are based on transactions in the unincorporated areas of the County.
Revenue estimates for Fiscal Year 2017 are based on 90% of the total real estate transfer tax
estimated to be received in Fiscal Year 2017.
Service Fees
Service fees were estimated based on recent historical information and reflect the current level of real
estate transfer activity. Many of the service fees are market sensitive to real estate transactions.
Revenues from 911 land line fees are capped at the amount received when the State took over
collections.
Licenses and permits were estimated based on recent activity, current revenues and projected Land
Use fee increases. The estimate reflects the continuation of the current trend in the construction
market.
Interest and Rents
Interest income was estimated using cash flow projections and current interest rates in Fiscal Year
2016 which are expected to remain essentially unchanged in Fiscal Year 2017.
Rent received from the City of Wilmington at the City/County Building is reimbursed at 70% of
operating costs of the facility.
The State reimbursement for Emergency Medical Services was computed at 30% of the Fiscal Year
2017 paramedic budget, including applicable debt service and risk management costs.
Sewer Fees
Sewer Fees were based on the Fiscal Year 2016 residential billings (based on water usage) and
commercial and industrial activity and a 96% fee collection rate. The average residential sewer bill
will be $276.
77
Funding Summaries
78
Funding Summaries
NewCastleCounty
Operating BudgetFunding
FiscalYear2017
Intergovernmental
Revenue
2.7%
Useof
Money/Property
2.2%
RealEstate
TransferTax
9.5%
UseofAvailable
CashBalances
3.5%
RealEstateTaxes
41.6%
ServiceCharges
8.3%
Licenses/Permits
2.5%
Special
Assessments
3.3%
SewerCharges&
Fees
26.4%
The County has various revenue sources, each representing a different percentage of total
revenues as depicted in the above chart. The total anticipated resources for Fiscal Year 2017
will be $272,014,718. This includes available cash balances of $5,374,414 and RTT-Debt
Service of $4,286,774 used to fund the budget. The County’s major revenues are derived
from real estate taxes and sewer charges and fees. In addition, there will be $4,731,000
transferred to the Capital Budget to fund equipment purchases. The following pages describe
each major revenue source, the dollar increase and/or decrease from the Fiscal Year 2016
budget, and the basis for the increase and/or decrease.
79
Funding Summaries
¥ Real Estate Taxes
Fund: General
Real Estate Taxes from the initial annual levy and quarterly additions are estimated to yield a total of $111,700,000
which is $965,000 more than the 2016 budget. Total revenues from taxes, including delinquencies, are estimated to be
$113,252,000 which is $1,119,000 more than the 2016 budget. Real Estate Taxes provide the single largest source of funds
(60.2%) to the General Fund.
3ULRU<HDU3HQDOWLHVLVVLJQL¿FDQWO\ORZHULQ)<EHFDXVHRID3ULRU<HDUFUHGLWWR$VWUD=HQHFDGXHWRDUHGXFWLRQ
in the assessed value of the Concord Pike campus.
FY2015
Actual
Category
FY2016
Estimate
FY2017
Approved
,QLWLDO$QQXDO/HY\$GGLWLRQV
Prior Year/Penalties
$109,408,084
1,551,728
$110,428,473
1,048,052
$111,700,000
1,552,000
Total
$110,959,812
$111,476,525
$113,252,000
This chart presents the real estate tax yield for Fiscal Years 2010-2017.
New Castle County
Real Estate Tax Yield
Fiscal Years 2010 - 2017
$120.0
$106.0
$106.5
$107.3
$108.1
$109.4
$110.4
$111.7
$106.0
2010
2011
2012
2013
2014
2015
2016
Estimate
2017
Approved
$100.0
$80.0
$60.0
$40.0
$20.0
$0.0
Taxable real property assessed values (net of exemptions) is $18.8 billion for the initial tax levy. Net quarterly
additions are projected to add $500,000 in revenue to the tax rolls.
80
Funding Summaries
¥ Real Estate Taxes (Continued)
Fund: General
$OOVHQLRUKRPHRZQHUVLQ1HZ&DVWOH&RXQW\ZKRDSSOLHGDQGTXDOL¿HGIRUDQH[HPSWLRQSULRUWR-XO\
receive an exemption of $50,000. This exemption is subtracted from their property’s assessed value when calculating a
TXDOL¿HGVHQLRU¶VWD[ELOODQGFDOFXODWLQJWKHFDSRQWKHLUDQQXDOVHZHUIHHV
In October 2007, County Council passed Ordinance 07-131, which amended the assessment exemption that is
JUDQWHGWRVHQLRUKRPHRZQHUVZKRDSSO\RQRUDIWHU-XO\E\GHFUHDVLQJWKHDPRXQWRIWKHDVVHVVPHQWH[HPSWLRQ
from $50,000 to $32,000. In addition, this ordinance added that homeowners must have previously been a resident of the
State of Delaware for four years and the assessed value of the property cannot exceed $125,000 in order to qualify for the
exemption.
6RFLDO6HFXULW\EHQH¿WVDQG5DLOURDG5HWLUHPHQW7LHU,DUHQRWLQFOXGHGLQWKHFDOFXODWLRQRIWKHLQFRPHUHTXLUHPHQWV
The following chart presents the annual assessment information:
New Castle County
Assessed Value of Taxable Property
$20.0
$18.0
1.27%
1.02%
0.56%
0.81%
-0.07%
0.64%
0.77%
1.09%
$17.9
$18.0
$18.1
$18.1
$18.2
$18.4
$18.6
$18.8
2010
2011
2012
2013
2014
2015
2016
2017
$16.0
$14.0
$12.0
$10.0
$8.0
$6.0
$4.0
$2.0
$0.0
$VVHVVHGUHDOSURSHUW\YDOXHVSDUWLDOO\RUWRWDOO\H[HPSWIURPWKHUHDOHVWDWHSURSHUW\WD[WRWDOELOOLRQRU
of the gross $23.9 billion property assessments. The largest component of exempt property is the general exemptions
category which is $4.2 billion, or 82% of total exemptions granted of assessed property.
Components of
Taxable Property
Residential
63.6%
Commercial/
Industrial
27.1%
Others
(Includes apartments,
farms, utilities)
9.3%
81
Funding Summaries
New Castle County
Taxable Assessment Growth
Unincorporated
$UGHQ
$UGHQFURIW
$UGHQWRZQ
Bellefonte
Delaware City
Elsmere
Middletown
New Castle
Newark
Newport
Odessa
Townsend
Wilmington
Total
FY2017 vs.
FY2016 % Growth
1.23%
0.46%
-0.09%
2.68%
0.68%
20.83%
FY2016
$14,310,560,881
16,283,000
7,270,300
10,250,500
28,778,350
39,424,450
FY2017
$14,486,038,792
16,358,300
7,263,600
10,525,400
28,974,250
47,637,350
110,298,475
666,572,780
256,749,997
826,821,806
54,608,986
11,645,200
58,266,500
2,159,692,572
111,408,975
685,419,930
254,400,022
838,043,156
54,797,986
11,551,500
62,119,100
2,162,262,450
1.01%
2.83%
-0.92%
1.36%
0.35%
-0.80%
6.61%
0.12%
$18,557,223,797
$18,776,800,811
1.18%
New Castle County
New Revenue Generated from Assessment Additions
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
($200,000)
2010
Revenue $1,077,934
82
2011
2012
2013
2014
2015
$601,443
$861,668
($72,533)
$696,312
$843,430
2016
2017
$1,227,638 $1,346,522
Funding Summaries
¥ Real Estate Transfer Tax
Fund: General
7KH*HQHUDO$VVHPEO\RIWKH6WDWHRI'HODZDUHSDVVHG+RXVH%LOOLQJLYLQJ1HZ&DVWOH&RXQW\*RYHUQPHQW
the power and authority to impose and collect a tax upon the transfer of real property situated within the unincorporated
DUHDVRIWKH&RXQW\7KLVDXWKRULW\ZDVOLPLWHGWRRQHSHUFHQWDQGH[HPSWV¿UVWWLPHKRPHEX\HUVLQDGGLWLRQWRRWKHU6WDWH
H[HPSWLRQV7KH&RXQW\HQDFWHGWKHRQHSHUFHQWWUDQVIHUWD[E\DGRSWLQJ2UGLQDQFHHIIHFWLYH$SULO,Q
-XQHWKH6WDWHWUDQVIHUUHGWRWKH&RXQW\DSRUWLRQRIWKH6WDWH¶VUHDOHVWDWHWUDQVIHUWD[RQHKDOISHUFHQWIRUDWRWDO
&RXQW\WUDQVIHUWD[RIRQHDQGRQHKDOISHUFHQW7KH&RXQW\HQDFWHGHQDEOLQJOHJLVODWLRQLQ-XO\
In November 2010, the County enacted Ordinance 10-117 capping the amount of transfer tax that can be used for
EXGJHWHVWLPDWHVDWRIWKHDPRXQWFHUWL¿HGE\WKH1HZ&DVWOH&RXQW\)LQDQFLDO$GYLVRU\&RXQFLOIRUWKH)LVFDO<HDU
$Q\H[FHVVRYHUWKHPXVWEHXVHGDVVSHFL¿HGLQWKHOHJLVODWLRQ,Q)LVFDO<HDUWKH5HDO(VWDWH7UDQVIHU7D[LV
budgeted at $25,740,000 (90% of estimate). The chart below shows transfer tax activity for Fiscal Years 2010 - 2017.
New Castle County
Real Estate Transfer Tax Revenues
$35.0
$30.0
$29.0
$25.0
$25.3
$25.8
2014
2015
$25.7
$20.0
$19.7
$15.0
$17.9
$16.5
$15.8
2011
2012
$10.0
$5.0
$0.0
2010
2013
2016
2017
Estimate Approved*
ΎƵĚŐĞƚďĂƐĞĚŽŶϵϬйŽĨZddƐƟŵĂƚĞŽĨΨϮϴ͘ϲŵŝůůŝŽŶ͘
83
Funding Summaries
¥ Sewer Charges and Fees
Fund: Sewer
The Sewer Fund is an enterprise fund which self-supports wastewater and environmental services within New
Castle County. Sewer Service Charges, both current and delinquent ($61,350,000), Other Service Fees ($10,540,659) and
Interest Earnings ($1,100,000) are projected to yield $72,990,659. In addition, $1,300,000 will be available from reserves.
FY2015
Actual
FY2016
Estimate
FY2017
Approved
Sewer Service Current
Sewer Service Delinquent
Interest Earnings
Other Service Charges
$YDLODEOH&DVK%DODQFH
$57,351,986
4,661,891
769,319
9,459,464
1,337,448
$57,133,272
3,342,487
935,430
11,691,577
334,700
$57,850,000
3,500,000
1,100,000
10,540,659
1,300,000
Total
$73,580,108
$73,437,466
$74,290,659
Category
7KHW\SLFDOUHVLGHQWLDOFXVWRPHUZLOOEHELOOHGDFRPSRVLWHÀRZUDWHRISHUJDOORQVDYHUDJH
gallons) which is estimated to be $276 or 77 cents per day.
New Castle County
Average Residential Sewer Invoice
$300
$250
$269
$272
2010
2011
$283
$286
$281
$279
$276
$276
2012
2013
2014
2015
2016
Estimate
2017
Approved
$200
$150
$100
$50
$0
84
Funding Summaries
¥ Sewer Charges and Fees (Continued)
Fund: Sewer
The amount estimated to be received from the Fiscal Year 2017 sewer billing from all users is $57,850,000. In
addition, delinquent collections are anticipated to total $3,500,000. The display below shows a comparison of the number
of accounts by type and the billing estimated for 2017.
Gross Billing Estimate
Fiscal 2017
No. of Accts.
118,653
23
3,629
223
5
122,533
Residential
Industrial
Commercial
Apartments
Contract
Gross Billing
Allow for Delinquent
Net Billing
Gross Billing
$28,329,749
8,499,145
10,825,763
7,155,074
5,000,181
$59,809,912
($1,959,912)
$57,850,000
Residential Customer
Average Bill $276
Where the Money is Spent
General &
Administrative
$13
Debt Service
$64
Treatment & Lab
$83
Stormwater/Drainage
$27
Operations &
Maintenance
$89
85
Funding Summaries
¥ Use of Money and Property
Fund: General
Use of Money and Property revenues ($4,826,282) are primarily from interest earnings.
FY2015
Actual
FY2016
Estimate
FY2017
Approved
Interest Earnings
Impact Fees - Debt Service
City of Wilmington C/C Bldg.
5HQWDOV6DOHRI$VVHWV
$3,048,096
853,000
569,847
569,748
$2,773,908
853,000
543,607
372,089
$2,800,580
1,000,000
536,672
489,030
Total
$5,040,691
$4,542,604
$4,826,282
Category
The chart below presents General Fund - Interest Earnings for Fiscal Years 2010 - 2017.
New Castle County
General Fund - Interest Earnings
$4.0
$3.4
$3.3
$3.0
$3.1
$3.1
$3.0
$2.7
$2.8
$2.8
2016
Estimate
2017
Approved
$2.0
$1.0
$0.0
2010
86
2011
2012
2013
2014
2015
Funding Summaries
¥ Service Charges and Fees
Fund: General
Service charges and fees are projected at $22,587,506.
Category
Sheriff
Deeds
Wills
Recreation
3XEOLF6DIHW\)HHV7UDI¿F)LQHV
Emergency Communication)
=RQLQJ)HHV
Miscellaneous*
Total
FY2015
Actual
FY2016
Estimate
FY2017
Approved
$4,186,450
6,037,894
3,824,327
867,358
2,125,185
$4,353,851
6,963,070
3,381,401
970,770
2,057,810
$3,838,149
7,161,000
3,433,500
1,077,574
2,285,605
1,276,491
3,593,774
1,298,758
3,540,856
1,440,330
3,351,348
$21,911,479
$22,566,516
$22,587,506
,QFOXGHVOLEUDU\¿QHVSURSHUW\PDLQWHQDQFHDQGLQVXUDQFHUHFRYHULHV
New Castle County
$25.0
$24.4
$24.0
$23.0
$23.0
$22.7
$22.4
$22.0
$22.6
$22.6
2016
Estimate
2017
Approved
$21.9
$21.0
$20.7
$20.0
$19.0
$18.0
2010
2011
2012
2013
2014
2015
87
Funding Summaries
¥ Licenses and Permits
Fund: General
/LFHQVHVDQG3HUPLWVUHYHQXHVZLWKDQWLFLSDWHGIHHLQFUHDVHVDUHHVWLPDWHGWR\LHOG
FY2015
Actual
Category
FY2016
Estimate
FY2017
Approved
Building Permits
&RQWUDFWRU%XVLQHVV/LFHQVHV
2WKHU3HUPLWV/LFHQVHV
$3,645,067
1,082,940
1,839,024
$3,455,806
1,147,856
1,913,552
$3,716,919
1,235,000
1,821,033
Total
$6,567,031
$6,517,214
$6,772,952
The display below shows a comparison of various building permits activity for the past two calendar years.
CY2014
#Permits Issued
Type of Permit
Residential
$OWHUDWLRQV$GGLWLRQV
Commercial/Industrial
CY2015
#Permits Issued
974
1,797
855
Valuation CY2014
(Millions)
Valuation CY2015
(Millions)
$98
$18
$200
$120
$20
$144
1,043
2,079
624
New Castle County
Revenues from Building Permits
$4.0
$3.5
$3.6
$3.0
$2.5
$3.1
$3.2
$2.9
$2.8
$2.0
$3.7
$3.5
$2.1
$1.5
$1.0
$0.5
$0.0
2010
88
2011
2012
2013
2014
2015
2016
Estimate
2017
Approved
Funding Summaries
¥ Intergovernmental Revenue
Fund: General
Intergovernmental Revenue ($7,300,959) is primarily from the State of Delaware for reimbursement of the County’s
paramedic program ($5,511,281). The Paramedic reimbursement in FY2017 from the State of Delaware is 30%. The
numbers below do not include the State contribution to Police Pension that is received during the year and appropriated in
-XQH
FY2015
Actual
Category
FY2016
Estimate
FY2017
Approved
Paramedic Reimbursement
Real Estate Transfer Tax Fee
Chancery Reimbursement
'HSDUWPHQWRI-XVWLFH
Indirect Cost Plan
Other Reimbursement
$5,017,793
402,677
256,302
287,929
89,867
147,127
$4,805,443
494,166
261,428
491,627
100,038
327,169
$5,511,281
411,000
256,748
869,484
100,000
152,446
Total
$6,201,695
$6,479,871
$7,300,959
¥ Special Assessments
Fund: Light Tax
6SHFLDO$VVHVVPHQWV UHYHQXHV IRU WKH /LJKW )XQG FRQVLVW RI LQ WD[ UHYHQXH DQG LQ XVH RI
available resources. Monthly billings are received from Delmarva Power for electric. These assessments are for street
OLJKWLQJLQVWDOODWLRQDQGRSHUDWLRQLQQHZDQGH[LVWLQJFRPPXQLWLHV$SSUR[LPDWHO\RIDOOXQLQFRUSRUDWHGLPSURYHG
SDUFHOVEHQH¿WIURPVWUHHWOLJKWLQJ
The following are the street light tax rates for FY2017:
Tax Rate in Cents
Per $100 of
Wood Incandescent
Wood Mercury
Metal Mercury
Ornamental Mercury
Turn of Century
/LPLWHG,QVWDOODWLRQ
Assessed Valuation
1.000
7.330
13.550
9.800
12.610
4.750
89
Funding Summaries
¥ Special Assessments
Fund: Crossing Guard
6SHFLDO$VVHVVPHQWVUHYHQXHVIRUWKH&URVVLQJ*XDUG)XQGFRQVLVWRILQWD[UHYHQXHVDQGLQ
XVHRIDYDLODEOHFDVKEDODQFHV$VHSDUDWHUDWHLVHVWDEOLVKHGHDFK\HDUWKURXJK&RXQW\RUGLQDQFHIRU¿YHVFKRROGLVWULFWV
%UDQG\ZLQH5HG&OD\&KULVWLQD&RORQLDODQG$SSRTXLQLPLQNWRVXSSRUWVFKRROFURVVLQJJXDUGVHUYLFHV
The following are the school crossing guard tax rates for each school district for FY2017:
Tax Rate in Cents
Per $100 of
Assessed Valuation
2.410
2.172
2.305
1.446
2.109
Brandywine
Red Clay
Christina
Colonial
$SSRTXLQLPLQN
¥ Use of Available Cash Balances
The use of available cash balances for FY2017 are as follows:
General Fund
Sewer Fund
/LJKW)XQG
Crossing Guards
TOTAL
$3,431,000 *
$1,300,000 *
$384,441
$258,973
$5,374,414
5HÀHFWVWKHWUDQVIHURIUHVHUYHVWRWKH&DSLWDO%XGJHW
IRUÀHHWDQGLQIRUPDWLRQV\VWHPVSXUFKDVHV
¥ Reserves
Fund: General and Sewer
7KHIROORZLQJOHJLVODWHGUHVHUYHVDUHHQDFWHGE\&RXQW\&RXQFLODVRI-XO\
7D[6WDELOL]DWLRQ5HVHUYH$FFRXQW2UG
6HZHU5DWH6WDELOL]DWLRQ5HVHUYH$FFRXQW2UG
10,264,641
*HQHUDO)XQG%XGJHW5HVHUYH$FFRXQW5DLQ\'D\)XQG2UG
35,033,252
6HZHU)XQG%XGJHW5HVHUYH$FFRXQW5DLQ\'D\)XQG2UG
14,861,426
TOTAL
90
$44,053,242
$104,212,561
Funding Summaries
¥ Estimated Grants for FY2017
Fund: Grants
In addition to the General and Special Operating Funds, New Castle County anticipates the following grants
for FY2017.
Community Services
6HFWLRQ+RXVLQJ&KRLFH9RXFKHUV
$17,200,000
Community Development Block Grant
2,600,000
6WDWH$LG/LEUDULHV
1,900,000
+RPH3URJUDP
Youth Employment Program
800,000
90,000
6WDWH$LG6HQLRU&HQWHUV
205,000
Emergency Solutions Grant
197,000
Total Community Services
$22,992,000
Land Use
+LVWRULF3UHVHUYDWLRQ
5DW$EDWHPHQW
Total Land Use
$15,000
15,000
$30,000
Public Safety
(G%\UQH-$*3URJUDP
$199,000
Emergency Management - Federal
320,000
6SHFLDO/DZ(QIRUFHPHQW$VVLVWDQFH)XQGV6/($)
100,000
6WDWH$LGHWR/RFDO/DZ(QIRUFHPHQW6$//(
70,000
Emergency Illegal Drug Enforcement (EIDE)
38,000
+LJKZD\6DIHW\
60,000
Emergency Management - PSEG
47,000
&2362I¿FH
&ULPLQDO-XVWLFH&RXQFLO
&RPEDW9LROHQW&ULPH
Total Public Safety
TOTAL ESTIMATED GRANTS
870,000
75,000
250,000
$2,029,000
$25,051,000
91
Program Summaries - Operating Budget (ALL FUNDS)
Summary by Fund
FY2016
FY2017
$
Change
%
Change
$174.1
$184.8
$10.7
6.13%
73.0
73.0
0.0
0.04%
6WUHHW/LJKW)XQG
5.7
5.8
0.1
0.95%
Crossing Guard Fund
3.9
3.7
(0.2)
(4.42%)
$256.7
$267.3
$10.6
4.12%
Fund
General Fund
Sewer Fund
+LJKOLJKWVRI6LJQL¿FDQW$SSURSULDWLRQ&KDQJHVLQ)LVFDO
General Fund
Fiscal 2017 appropriations increased $10.7 million as follows:
Purpose
6DODULHV%HQH¿WV
Communication
Equipment
Fixed Charges
Contingencies
IGS Credits
*HQHUDO$GPLQLVWUDWLRQ&KDUJHV
Millions
$8.4
-0.6
0.2
0.2
2.1
-0.6
1.3
-0.3
Sewer Fund
Fiscal 2017 appropriations changes are as follows:
Purpose
6DODULHV%HQH¿WV
Debt Service
*HQHUDO$GPLQLVWUDWLRQ&KDUJHV
Millions
$0.4
-0.3
-0.4
0.3
Street Light Fund
Fiscal 2017 appropriations increased $0.1 million as follows:
Purpose
Millions
Communication/Utilities
$0.1
Description
1HZ3ROLFH(PSOR\HHEHQH¿WFRVWV6WHSPHULWUDLVHV
Decrease in intergovernmental charges
Increase in IS Telephone and Data Circuit costs
Increase in Public Safety equipment purchases
Increase in Workers Compensation
Decrease in Contingency for Public Safety
Increase for Workers Compensation credits
Decrease in credit for administrative support
Description
(PSOR\HHEHQH¿WFRVWV6WHSPHULWUDLVHV
Decrease in intergovernmental charges
Debt Service schedule
&RVWRI$GPLQLVWUDWLYH6XSSRUW
Description
Utility costs
Crossing Guard Fund
Fiscal 2017 appropriations decreased $0.2 million as follows:
Purpose
Millions
6DODULHV%HQH¿WV
92
$-0.2
Description
Decreased costs for Crossing Guards
Program Summaries - Operating Budget (ALL FUNDS)
Ŷ Program Summaries Description
¥ Service Narrative
Provides a description of the department’s or unit’s mission (organization) and scope of service(s).
¥ Major Service Level Accomplishments
Presents major service level accomplishments performed by each organizational unit.
¥ Major Service Level Goals
Presents major service level goals to be accomplished by the organization for the year. Most service
level goals are referenced to the long-term Programmatic and Financial policies in the Policy
Initiatives tab.
Examples of linkage of departmental/programmatic service level goals to countywide policy goals and
objectives (Policy Initiatives tab) are parenthetically highlighted throughout the program summaries.
¥ Performance Measures
Presents selected quantitative and/or qualitative performance measurements of the organization and
programs. Information is presented for prior year actual, current year estimate and budget year.
¥ Budget Highlights
3URYLGHVKLJKOLJKWVRIWKH¿VFDO\HDUEXGJHWDQGDGLVFXVVLRQRIWKHFKDQJHVWRWKH¿VFDO\HDU
EXGJHW6LJQL¿FDQWEXGJHWLQFUHDVHVRUGHFUHDVHVE\OLQHLWHPDUHH[SODLQHG
¥ Expenditure & Position Summary
Presents expenditures and positions for prior year actual, current year estimate and budget year.
Details of positions are presented in the Appendix tab.
93
FY2017DEPARTMENTALHIGHLIGHTS
TotalOperatingBudget
(inMillions)
YouAre
Here
COUNTYCOUNCIL
$3.7
Legislation
Audit
COUNTYEXECUTIVE
$2.5
DirectionandControl
OfficeofEconomicDevelopment
OfficeofCommunications
DEPARTMENTOFADMINISTRATION
$21.2
Law
RiskManagement
AdministrativeServices
Finance
HumanResources
ROWOFFICES
$6.9
Prothonotary,RegisterinChancery,RegisterofWills,
RecorderofDeeds,Sheriff,ClerkofthePeace
DEPARTMENTOFSPECIALSERVICES
$64.1
Administration
InternalServicesAdministration
FleetOperations
FacilitiesMaintenance
PropertyMaintenance
EnvironmentalOperations
ConstructionSupport
SewerMaintenance
PlantOperations
EnvironmentalCompliance
Engineering
DEPARTMENTOFLANDUSE
$13.8
Administration
Planning
Licensing
CustomerRelationsandEnforcement
DEPARTMENTOFCOMMUNITYSERVICES
$20.0
Administration
CommunityResources
CarouselPark
Libraries
CommunityDevelopment&Housing
DEPARTMENTOFPUBLICSAFETY
$98.1
Administration
PoliceOperations
SchoolCrossingGuards
EmergencyCommunications
EmergencyMedicalServices
EmergencyManagement
VolunteerFire,Rescue&AmbulanceServices
DEBTSERVICE,CONTINGENCIES,
ANDETHICSCOMMISSION
$37.1
Program Summaries General Government
Ŷ County Council
Allocation of County Council Budget
$3,659,953*
Audit
$410,066
Legislation
$3,249,887
*In addition, there is $227,303 in County Council Contingency
Legislation
County Council is the legislative arm of New Castle County government. The Council body includes thirteen
Council Members elected from each of twelve districts, and the Council President elected at-large. County Council studies
issues that affect the operation of the government and citizens it represents. Council writes and passes laws and resolutions
that improve the operation and protect the health and welfare of the citizens of New Castle County. Council Members serve
staggered four-year terms.
¥ Fiscal 2016 Major Service Level Accomplishments
• (QVXUHG¿VFDOVWDELOLW\E\DGRSWLQJDEDODQFHGEXGJHWIRU)LVFDOE\0D\
• Adopted legislation that protects and improves the health and welfare of the citizens of New Castle County.
• Passed legislation to allow the County to enhance economic redevelopment activities.
• Passed legislation to provide jobs and improve our overall economy.
• Approved the receipt of grant funds to improve law enforcement activities and methods to reduce crime.
• Approved the receipt of grant funds to construct or rehabilitate affordable homes.
• Improved the capabilities of the Council’s internet website.
¥ Fiscal 2017 Major Service Level Goals
• (QVXUH¿VFDOVWDELOLW\E\DGRSWLQJDEDODQFHGEXGJHWIRU)LVFDOE\0D\3ROLF\9
• Adopt legislation that protects and improves the health and welfare of the citizens of New Castle County
3ROLF\,,
• 3URYLGH&RXQFLOUXOHVDQGVWUXFWXUHWRHQVXUHDQHI¿FLHQWDQGHIIHFWLYHOHJLVODWLYHSURFHVV3ROLF\,,,
• 3URYLGHDQRSHQIRUXPWRWKHSXEOLFE\FRQGXFWLQJJHQHUDOPHHWLQJVDQQXDOO\3ROLF\,,,
97
Ŷ County Council (Continued)
Legislation (Continued)
¥ Fiscal 2017 Major Service Level Goals (Continued)
• Continue to utilize demographics when determining sites for the development of parks, the construction of
OLEUDULHVDQGRWKHUFDSLWDOLPSURYHPHQWSURMHFWV3ROLF\,,
• 'HYHORSDQGLPSOHPHQW¿QDQFLDOFRVWUHFRYHU\OHJLVODWLRQWKDWZLOOHQVXUHWKDWFHUWDLQ&RXQW\SURMHFWVDQG
SURJUDPVZLOOUHFRXSH[SHQGLWXUHV3ROLF\,,,
• &RQWLQXHWRLPSURYHFDSDELOLWLHVRIWKH&RXQFLO¶VLQWHUQHWZHEVLWH3ROLF\,,,
• (QVXUHFRPSOLDQFHZLWKWKH&RPSUHKHQVLYH3ODQ3ROLF\,,
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Performance Measures
Quantitative
Average constituency represented per district
Council committee meetings held
Ordinances considered
Resolutions considered
Qualitative
Balanced budget adopted
2015
Actual
2016
Estimated
2017
Projected
Yes
Yes
Yes
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2016
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2017
Budget
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The County Auditor has three primary responsibilities:
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responsibilities by independently examining the County’s internal control systems to determine whether
adequate internal controls exist to help ensure the accomplishment of the County’s objectives in an effective
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federal programs.
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Waste, and Abuse Hotline.
• Issued audit report on the process of customers connecting to the County sewer system and ensuring sewer
billing accounts are established for such customers. The audit revealed two material weaknesses in ensuring
an account is established for every customer connecting to the sewer system. We determined that there are
some customers connected to the sewer system who are not paying for sewer service.
• :RUNHGZLWK)LQDQFH&RPPLWWHH&R&KDLUV2I¿FHRI)LQDQFHDQG6SHFLDO6HUYLFHV'HSDUWPHQWWRHQVXUH
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• Reviewed documents associated with potential purchase of farmland conservation easement and will be
issuing a memorandum on this review.
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Government” issued by the Comptroller General.
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• Concentrate on performance auditing, looking for ways to increase County revenues and decrease County
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• :RUNZLWKQHZ&RXQW\&$2WREXLOGDSDUWQHUVKLSEHWZHHQ&RXQW\$XGLWRU¶V2I¿FHDQG([HFXWLYH2I¿FHLQ
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• Provide assistance to the Administration, and to County Council, in helping to identify whether key controls
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• (QJDJH$/*$$VVRFLDWLRQRI/RFDO*RYHUQPHQW$XGLWRUVWRSHUIRUP4XDOLW\$VVXUDQFH5HYLHZRI&RXQW\
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Quantitative
Percent of approved Audit Plan completed
Percent of Hotline Reports investigated
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2015
Actual
2016
Estimated
2017
Projected
Yes
Yes
Yes
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100
2015
Actual
2016
Estimated
2017
Budget
(inMillions)
COUNTYCOUNCIL
$3.7
Legislation
Audit
YouAre
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COUNTYEXECUTIVE
$2.5
DirectionandControl
$21.2
Law
RiskManagement
Finance
HumanResources
ROWOFFICES
$6.9
$64.1
Administration
FleetOperations
PropertyMaintenance
ConstructionSupport
SewerMaintenance
PlantOperations
Engineering
DEPARTMENTOFLANDUSE
$13.8
Administration
Planning
Licensing
$20.0
Administration
CommunityResources
CarouselPark
Libraries
$98.1
Administration
PoliceOperations
EmergencyManagement
ANDETHICSCOMMISSION
$37.1
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Allocation of County Executive Budget
$2,451,769*
Office of
Economic
Development
$269,110
Direction &
Control
$1,909,649
Office of
Communications
$273,010
*In addition, there is $361,302 in Executive Contingency
Direction & Control
The New Castle County Executive is elected to represent the County for a four-year term. The County Executive
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(inMillions)
COUNTYCOUNCIL
$3.7
Legislation
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$2.5
DirectionandControl
$21.2
Law
RiskManagement
Finance
HumanResources
YouAre
Here
ROWOFFICES
$6.9
$64.1
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FleetOperations
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Engineering
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$13.8
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Planning
Licensing
$20.0
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CommunityResources
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Libraries
$98.1
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PoliceOperations
EmergencyManagement
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Register of Wills
Revenues and Expenditures
FY2011 - FY2017
$4.0
$3.5
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$3.0
$2.5
$2.0
$1.5
$1.0
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2012
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2014
2015
2016
2017
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FY2016 Documents
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2016
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128
2015
Actual
2016
Estimated
2017
Budget
Ŷ Sheriff
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• 3URFHVVHGDQGVHUYHGRYHUFRXUWGRFXPHQWVUHTXLULQJRYHUVHUYLFHWULSV
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• (QKDQFHGRXUZHEVLWHE\DGGLQJIRUHFORVXUHDVVLVWDQFHLQIRUPDWLRQUHODWLQJWRZKHQRQHKDVWRYDFDWHWKHSURSHUW\
• 7KH6KHULIIFRQWLQXHVWRUHYLHZFDVHVZLWKVLJQL¿FDQWH[FHVVSURFHHGVDQGKDVPDGHVXFFHVVIXOHIIRUWVLQQLQHFDVHV
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• &RQWLQXHWRH[SORUHUHYHQXHJURZWKWKURXJK¿QDQFLDOVWUHDPOLQLQJIRUDFFRXQWVUHFHLYDEOHDQGSD\DEOH)HG:LUH
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• &RQWLQXHWRSURYLGHFXVWRPHUDFFHVVRIVRIWZDUHSURJUDPWRDWWRUQH\VDQGODZ¿UPV3ROLF\,,,
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129
Ŷ Sheriff (Continued)
Quantitative
&LYLO$FWLRQV&LYLO&RPPLWPHQWV
6HUYLFHWULSVIRUFRXUWGRFXPHQWV
Qualitative
5HDO(VWDWH6DOHVVFKHGXOHGVROG
5HYHQXH$WWDLQHG
2015
Actual
2016
Estimated
2017
Projected
7KH)<EXGJHWUHSUHVHQWVDQHWLQFUHDVHRIRURYHUWKH)<DXWKRUL]DWLRQEXGJHW7KH
LQFUHDVHVDUHLQSHUVRQDOVHUYLFHFRVWVDQGWUDLQLQJDQGFLYLFDIIDLUVRIIVHWE\DUHGXFWLRQLQFRQWUDFWXDO
VHUYLFHV
([SHQGLWXUH
)XOO7LPH3RVLWLRQV
2015
Actual
2016
Estimated
2017
Budget
Ŷ Clerk of the Peace
7KH&OHUNRIWKH3HDFH2I¿FHLVDOLFHQVLQJUHFRUGNHHSLQJDQGVHUYLFH5RZ2I¿FHWKDWGLUHFWO\RULQGLUHFWO\DIIHFWV
WKHOLYHVRIHYHU\UHVLGHQWLQ1HZ&DVWOH&RXQW\$PRQJLWVIXQFWLRQVWKHRI¿FHLVVXHVPDUULDJHOLFHQVHVSHUIRUPVFLYLO
PDUULDJHFHUHPRQLHVFRQGXFWVPDUULDJHDQGFLYLOXQLRQUHFRUGVHDUFKHVFRQYHUWVFLYLOXQLRQVWRPDUULDJHVLVVXHVFHUWL¿HG
FRSLHVRIPDUULDJHDQGFLYLOXQLRQOLFHQVHVSXEOLVKHVOHJDOQRWLFHVRIPDUULDJHOLFHQVHVLVVXHGDQGSHUIRUPVYDULRXVRWKHU
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• 6XFFHVVIXOLPSOHPHQWDWLRQRI$FFXUDWH/DQJXDJH6HUYLFHV$/6ZKLFKSURYLGHV³UHDOWLPHÓDQJXDJHDQGGRFXPHQW
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• ,QFUHDVHUHYHQXHE\LQFUHDVLQJFHUHPRQ\DYDLODELOLW\IRUFXVWRPHUFRQYHQLHQFH
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130
Ŷ Clerk of the Peace (Continued)
• *HQHUDWHRYHULQUHYHQXH3ROLF\,,,
• :RUNLQJRQOHJLVODWLRQWRHQIRUFHD&OHUJ\UHJLVWUDWLRQWKDWFRXOGLQFUHDVHUHYHQXHE\DSSUR[LPDWHO\
DQQXDOO\3ROLF\9
• ([SORUHQHZZD\VWRLQFUHDVHUHYHQXH3ROLF\9
Quantitative
0DUULDJH/LFHQVHVLVVXHG
Marriage Ceremonies performed
&HUWL¿HG0DUULDJH5HFRUGVLVVXHG
1DPH&KDQJH.LWVLVVXHG
:HGGLQJ3KRWRV9LGHRV/LYH6WUHDPLQJ
2015
Actual
2016
Estimated
2017
Projected
7KH)<EXGJHWUHSUHVHQWVDQHWLQFUHDVHRIRURYHUWKH)<DXWKRUL]DWLRQ7KHLQFUHDVHVDUH
LQSHUVRQDOVHUYLFHFRVWVWUDLQLQJDQGFLYLFDIIDLUVFRPPXQLFDWLRQDQGXWLOLWLHVDQGFRQWUDFWXDO
VHUYLFHV
([SHQGLWXUH
)XOO7LPH3RVLWLRQV
2015
Actual
2016
Estimated
2017
Budget
3KRWRWRWKHULJKWVKRZVWKH
&OHUNRIWKH3HDFH2I¿FH
ORFDWHGLQWKH&LW\&RXQW\%XLOGLQJ
LQGRZQWRZQ:LOPLQJWRQ
SUHSDUHGIRUDZHGGLQJFHUHPRQ\
131
(inMillions)
COUNTYCOUNCIL
$3.7
Legislation
Audit
COUNTYEXECUTIVE
$2.5
DirectionandControl
$21.2
Law
RiskManagement
Finance
HumanResources
ROWOFFICES
$6.8
YouAre
Here
$64.1
Administration
FleetOperations
PropertyMaintenance
ConstructionSupport
SewerMaintenance
PlantOperations
Engineering
DEPARTMENTOFLANDUSE
$13.8
Administration
Planning
Licensing
$20.0
Administration
CommunityResources
CarouselPark
Libraries
$98.1
Administration
PoliceOperations
EmergencyManagement
ANDETHICSCOMMISSION
$37.1
Ŷ Special Services
The Department of Special Services maintains and operates all County assets, as well as designs and oversees
any construction on County property or renovations to County property. Responsibilities include all buildings, property,
vehicles, sewer lines, pump stations, and treatment plants. The consolidation of all these assets translates into more versatile
DQGHI¿FLHQWVHUYLFHVWRWKHSXEOLF2XUJRDOVDUHWRRIIHU&RXQW\UHVLGHQWVEHDXWLIXOSODFHVWRHQMR\WKHLUOHLVXUHNHHSDOO
RI1HZ&DVWOH&RXQW\¶VYHKLFOHVDQGHTXLSPHQWLQRSWLPXPZRUNLQJFRQGLWLRQSURYLGHIDFLOLWLHVOLNHOLEUDULHVDQGSLFQLF
pavilions, and maintain a countywide sewer system.
Allocation of Special Services
Operating Dollars
$64,056,008
Sewer Fund
$47,178,874
74%
General Fund
$16,877,134
26%
DEPARTMENT OF
SPECIAL SERVICES
Administration
Fleet
Operations
Facilities & Property
Maintenance
Sewer &
Environmental
Engineering
24.5 Authorized
Positions
31 Authorized
Positions
103 Authorized
Positions
196.5 Authorized
Positions
35 Authorized
Positions
Department Expenditure
Department Full-Time Positions
2015
Actual
2016
Estimated
2017
Budget
$61,030,449
391
$60,553,623
390
$64,056,008
390
135
Ŷ Special Services (Continued)
Administration
The Administration Division’s overall function is organization, management and coordination of the functions
of the Special Services Department. This includes monitoring internal and external services by reviewing service levels
for acceptable standards of performance, overseeing the operating and capital budgets, and promoting cooperative labor
relations within the Department.
• 0RQLWRUHGHDFKGLYLVLRQIRUTXDOLW\RIVHUYLFHRSHUDWLQJHI¿FLHQF\DQGHIIHFWLYHRUJDQL]DWLRQ
• &RRUGLQDWHGDQGPDQDJHG&DSLWDODQG2SHUDWLQJSURMHFWV
• 8SGDWHGVHYHUDO³6WDQGDUG2SHUDWLQJ3URFHGXUHV´
• &RQWLQXHGFRRUGLQDWLRQRIWKH&LW\ZRUNVZRUNRUGHUV\VWHP
7KHIROORZLQJDUHVLJQL¿FDQWVHUYLFHOHYHOJRDOVZKLFKZLOOEHDFKLHYHGZLWKWKHEXGJHWDOORZDQFH
• 5HYLHZDQGPRQLWRURSHUDWLQJVHFWLRQVIRUTXDOLW\RIVHUYLFHSURYLGHGRSHUDWLQJHI¿FLHQF\DQGHIIHFWLYHRUJDQL]DWLRQDO
assignments (Policy III-#2).
• Update all records of County property, facilities and equipment (Policy II-#1, #2, #4).
• 5HYLHZDOOSURJUDPVDQGVHUYLFHVWRFRPSDUHQHWFRVWVEHQH¿WVIRUDOODFWLYLWLHV3ROLF\,,,
• 3URYLGHDUHYLHZRIHDFKVHFWLRQ¶VRSHUDWLRQDOHIIHFWLYHQHVVHI¿FLHQF\DQGVHUYLFHQHFHVVLW\E\-XQH3ROLF\
III-#2, #3).
7KH)<EXGJHWUHSUHVHQWVDQLQFUHDVHRIRURYHUWKH)<DXWKRUL]DWLRQ,QFUHDVHVDUHLQ
personal service costs ($112,023), communication and utilities ($3,800) and materials and supplies ($8,000); offset by a
decrease in contractual services ($48,982).
Expenditure
Full-Time Positions
136
2015
Actual
2016
Estimated
2017
Budget
$2,932,542
24.5
$2,925,369
24.5
$3,166,223
24.5
Fleet Operations
)OHHW 2SHUDWLRQV PDQDJHV WKH &RXQW\¶V ÀHHW RI WRWDO XQLWV7KLV QXPEHU LV FRPSULVHG SULPDULO\ RI WDJJHGYHKLFOHVDQGSLHFHVRIKHDY\DQGDJULFXOWXUDOHTXLSPHQW7KLV6HFWLRQLVUHVSRQVLEOHIRUSURFXUHPHQWRIYHKLFOHV
DQGHTXLSPHQWDVZHOODVVHUYLFLQJDQGPRQLWRULQJWKHÀHHW2SHUDWLRQVDUHFRQGXFWHGIURPDPWRSPLQ
two shifts, Monday through Friday. Fleet repair operations are monitored through an online vehicle information system
with an automated fuel dispensing system that also supplies our mileage updates for preventative maintenance scheduling.
)OHHW2SHUDWLRQVSURYLGHVIXHOWR&RXQW\YHKLFOHVE\PDLQWDLQLQJRQHIXHOLQJVLWHDQGWKHXVDJHRIIXHOFUHGLWFDUGVIRUWKH
Southern Patrol area. This Section also arranges for auctions of surplus vehicles and equipment.
• 0DLQWDLQHG$YHUDJH'DLO\)OHHW$YDLODELOLW\RI
• Attained approximately $119,360 in Asset Recovery through the use of GovDeals.
• Continue with the Fleet Replacement Schedule (Policy III-#2, V-#16).
• 0DLQWDLQRUH[FHHGWKHRYHUDOOÀHHWDYDLODELOLW\UDWHRI3ROLF\,,,9
Quantitative
7RWDOQXPEHULQÀHHW
8QLWVFRPSOHWHGSHUGD\7UXFNV
Units completed per day - Cars
+RXUVUHTXLUHGSHUMRE7UXFNV
+RXUVUHTXLUHGSHUMRE&DUV
Total gallons of fuel used - diesel
Total gallons of fuel used - gasoline
2SHUDWLQJFRVWSHUPLOHGULYHQ
Total cost of fuel
RIÀHHWDYDLODELOLW\&DUV
RIÀHHWDYDLODELOLW\7UXFNV
Fleet Vehicle Miles/Hours
GovDeals
2015
Actual
2016
Estimated
2017
Projected
8.0
3.1
581,886
$0.83
1,806
9
6.0
3.0
132,830
605,113
$0.84
$1,268,148
$119,360
1,820
8
6.0
3.0
133,000
610,000
$0.90
$1,554,181
$250,000
137
Fleet Operations (Continued)
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XQGHU WKH )< DXWKRUL]DWLRQ ,QFUHDVHV DUH LQ SHUVRQDO VHUYLFH FRVWV FRQWUDFWXDO VHUYLFHV HTXLSPHQWDQG¿[HGFKDUJHVRIIVHWE\DGHFUHDVHLQPDWHULDOVDQGVXSSOLHV
7KH)<EXGJHWLQFOXVLYHRI,*6&UHGLWVLVDFUHGLWRI
Expenditure - Gross
Expenditure - Net of Recovery
Full-Time Positions
2015
Actual
2016
Estimated
2017
Budget
($2,696,890)
32
$6,151,205
($4,622,009)
32
($2,803,000)
31
Facilities Maintenance manages all the County’s buildings. This section provides productive, safe, and clean
IDFLOLWLHVIRUDSSURSULDWHVHUYLFHDQGSURJUDPGHOLYHU\WRWKHSXEOLFDQG&RXQW\VWDIIWKURXJKDGHTXDWHVWDI¿QJDQGVHUYLFH
contracts. Service level responsibilities include preventative maintenance, repair, custodial care, facility upgrades, utility
monitoring, and security. This unit is responsible for 56 owned, leased, and shared buildings, plus movable facilities
totaling approximately 1,228,930 square feet.
• Completed the installation of the new boiler system at the Conner Building.
• Completed the installation of the boiler system, exhaust system for the Evidence Lab and HVAC system for the
Narcotics Room, as well as the automated gate at the Public Safety Building.
• Complete the Cooling Tower installation at the Public Safety Building (Policy III-#2, V-#16).
• Complete the upgrade of all security systems for various County Facilities (Policy III-#2, V-#16).
• Complete construction of the Route 9 Community Library (Policy III-#2, V-#16).
138
Facilities Maintenance (Continued)
7KH)<EXGJHWUHSUHVHQWVDQHWLQFUHDVHRIRURYHUWKH)<DXWKRUL]DWLRQ,QFUHDVHVDUHLQ
PDWHULDOVDQGVXSSOLHVFRQWUDFWXDOVHUYLFHVDQGHTXLSPHQWUHSODFHPHQWRIIVHWE\DGHFUHDVH
LQSHUVRQDOVHUYLFHFRVWV
Facility Cost - 2017
NCC Buildings
$5.94
U.S. Private Sector
$14.20
Baltimore - Downtown
$14.34
Philadelphia - Downtown
$14.50
$0.00
$2.00
Quantitative
Total square feet of facilities maintained
Total cost of facility maintenance
Number of days to respond to maintenance requests
Response time to complaints about public buildings
Qualitative
Average response time to emergency repairs
$4.00
$6.00
$8.00 $10.00 $12.00 $14.00 $16.00
2015
Actual
2016
Estimated
2017
Projected
1,228,930
$5.49
<2 days
<4.5 hours
1,228,930
$5.55
<2 days
<4.5 hours
1,228,930
$5.94
<2 days
<4.5 hours
35 min.
35 min.
35 min.
Expenditure
Full-Time Positions
2015
Actual
2016
Estimated
2017
Budget
36
$6,821,209
36
36
139
Engineering
The Engineering Section oversees the planning, management, design, and construction of all New Castle County
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privately built public infrastructure being turned over to the County. Additionally, engineering, drafting, survey, right-of-way,
inspection support, and assistance are provided to other County departments, divisions, and sections on an as needed basis.
• &RPSOHWHGFRQVWUXFWLRQRIWKHXQLTXHRQHRIDNLQGVSHFLDOL]HGDXWLVPSOD\JURXQGDW*ODVJRZ3DUN
• &RPSOHWHG+\GH5XQ7UXQN/LQH5HOLHI
• Completed the Christiana River Corridor Access and Public Utilization Map.
• Revised Capital Improvements Program format to help proactively investigate and rehabilitate the sanitary sewer
system.
• Inspected 2000+ Stormwater management facilities and monitored 1300+ Commercial Food Establishments (CFE).
• Completed sampling of the designated outfalls in Delaware River watershed for developing PMP (Pollutant
Minimization Plan) for PCBs (Polychlorinated Biphenyls) per the County NPDES permit.
• %HJLQWKHPDVWHUSODQIRU'LVWULFW3DUNLQWKH5HG/LRQDUHD3UHVW3URSHUW\ZKLFKZLOOLQFOXGHDFWLYHDQGSDVVLYH
recreational areas (Policy II).
• &RPSOHWHFRQVWUXFWLRQRIWKH³%LNH6NLOOV)DFLOLW\´LQ0LGGOH5XQ9DOOH\LQDGGLWLRQWRFRPSOHWLQJWKH0DQDJHPHQW
Plan and the Bio-Diversity Plan for Middle Run (Policy II-#2).
• &RQVWUXFWWKHVHFWLRQRIWKH0LOO&UHHN*UHHQZD\IURP0LOO&UHHN5RDGWR&DPS:ULJKW3ROLF\,,
• %HJLQWKHXSGDWHRIWKH\HDU3DUN$FTXLVLWLRQDQG'HYHORSPHQW3ODQ3ROLF\,,
• 'HYHORSEHQFKPDUNVDQGLPSURYHVHUYLFHGHOLYHU\E\XWLOL]LQJDGYDQFHGGDWDFROOHFWLRQDQG*,6FRRUGLQDWLRQHQDEOHG
E\WKH'HSDUWPHQW¶VQHZZRUNRUGHUV\VWHP&LW\ZRUNV3ROLF\,,
• Complete mapping of the County’s storm water infrastructure (Policy II-#1).
• ([SDQGSXEOLFHGXFDWLRQDQGRXWUHDFKHIIRUWVIRURXU13'(6VWRUPZDWHUDQG)DWV2LOVDQG*UHDVHSURJUDPV3ROLF\
III-#1).
&RQVWUXFWLRQ 3URMHFWV ([FHHGLQJ &RQWUDFW 7LPH Resulting in Liquidated Damages
&RQVWUXFWLRQ3URMHFWV([FHHGLQJ&RQWUDFW3ULFH
E\
RI6WRUPZDWHU0DQDJHPHQW)DFLOLWLHV5HTXLULQJ
1R0DMRU5HSDLUV
140
FY16
Q1
FY16
Q2
FY16
Q3
Target
0
0
0
0
No closings
No closings
No closings
3
Engineering (Continued)
7KH)<EXGJHWUHSUHVHQWVDQHWGHFUHDVHRIRUXQGHUWKH)<DXWKRUL]DWLRQ7KHGHFUHDVHV
are in personal service costs ($102,816) and contractual services ($8,019); offset by an increase in materials and supplies
($6,811).
Expenditure
Full-Time Positions
2015
Actual
2016
Estimated
2017
Budget
$1,894,842
36
35
35
Property Maintenance is responsible for the ground maintenance of all County facilities and properties including
SDUNVSXPSVWDWLRQVUHWHQWLRQEDVLQVOLEUDULHVSROLFHIDFLOLWLHVDQGRWKHU&RXQW\EDVHVLQFOXGLQJWKH*RYHUQPHQW&HQWHU
%DVH³'´DW&KXUFKPDQ¶V5RDGDQGWKH&RQQHU%XLOGLQJ3URSHUW\0DLQWHQDQFHLVRQDWZRZHHNPRZLQJVFKHGXOH
approximately three quarters performed in-house and the rest contracted to outside vendors. This division also maintains
WKHYDULRXVDWKOHWLF¿HOGVWRSURYLGHVDIHSOD\3DYLOLRQVDUHFOHDQHGGDLO\WRHQVXUHFXVWRPHUVDWLVIDFWLRQZKLOHSLFQLFNLQJ
at our shelters. Play structures and court games are inspected monthly and all repairs made promptly to provide safe
recreation for the young members of our community. Complaints and service requests are investigated promptly. All unsafe
FRQGLWLRQVLQFOXGLQJWUHHZRUNDUHVFKHGXOHGLPPHGLDWHO\7UHHZRUNLVSHUIRUPHGLQKRXVHDQGVXSSOHPHQWHGZLWKDQ
outside vendor.
• Upgraded old/damaged playground equipment at various sites.
• 5HQRYDWHGDWKOHWLF¿HOGVWRSURYLGHVDIHSOD\RQDOO¿HOGV
• Renovated court game surfaces to maintain a safe playing area.
• 3ULRULWL]HGDOOIRUHVWU\ZRUNDQGUHPRYHGXQVDIHWUHHVLQDWLPHO\PDQQHU
141
Property Maintenance (Continued)
• 0RQLWRU³'HGLFDWHG7UHH´SURJUDPDWYDULRXVSDUNV3ROLF\,,
• Upgrade old/damaged playground equipment at various sites (Policy II-#1).
• Renovate County court game surfaces to provide a safe playing surface (Policy II-#1).
• 5HQRYDWHDWKOHWLF¿HOGVDQQXDOO\WRSURYLGHVDIHSOD\RQDOORIRXU¿HOGV3ROLF\,,
• 3ULRULWL]HDOOIRUHVWU\ZRUNDQGUHPRYHDQ\XQVDIHWUHHVLQDWLPHO\PDQQHU3ROLF\,,
• 0DLQWDLQDWZRZHHNPRZLQJVFKHGXOHIRUDOOSDUNVSXPSVWDWLRQVDQGEDVLQV3ROLF\,,
• 0DLQWDLQDZHHNO\PRZLQJVFKHGXOHIRUDOO&RXQW\EXLOGLQJVDQGDOOEDOO¿HOGV3ROLF\,,
Quantitative
Total mowable acres
Total cost of mowing/acre - in-house
Total cost of mowing/acre - by contract
2SHUDWLQJFRVWVIRUSDUNVSHUFDSLWD
Full-time equivalent staff per capita
Service Requests:
Assessed for Dangerous Fallen Trees
LQGD\VDYDLODELOLW\
5HVROYHGIRU*UDI¿WL'D\V
Resolved for High Grass (Days)
2015
Actual
2016
Estimated
2017
Projected
2,150
$22.99
2,150
$22.25
$11.82
2,150
$23.05
$11.98
<2
<2
<2
<2
<4
<2
<4
<2
<4
7KH)<EXGJHWUHSUHVHQWVDQLQFUHDVHRIRURYHUWKH)<DXWKRUL]DWLRQ,QFUHDVHVDUHLQ
personal service costs ($394,008) and materials and supplies ($2,500); offset by decreases in communication and utilities
($2,500) and contractual services ($93,058).
Expenditure
Full-Time Positions
142
2015
Actual
2016
Estimated
2017
Budget
66
66
Property Maintenance (Continued)
Inventory of particular items maintained by the Property Maintenance unit are listed below:
100 full and half basketball courts
70 tennis courts
131 big toy-type play equipment units
45 steel/wood foot bridges
VRFFHU¿HOGV
IRRWEDOO¿HOGV
18 volleyball courts
120 bleacher units
VRIWEDOOOLWWOHOHDJXHDQGEDVHEDOO¿HOGV
176 pump stations
4 treatment plants
25 pavilions
3,224.9 regional park acres
1,857.27 local park acres
840.38 district park acres
Wastewater Services
This division operates, maintains, and repairs the New Castle County sewage collection and transmission systems,
sewage treatment plants, County-owned storm drainage infrastructure and stormwater management facilities. The
Construction Support Section within this division also provides equipment, equipment operators, tradesmen, supervision
and labor to support construction, specialized maintenance operations, moving support, and snow removal at all County
facilities.
• Cleaned over 500 miles of sanitary sewers located in 200 subdivisions and off-road areas using in-house equipment
and operators.
• 3HUIRUPHGRYHU0LVV8WLOLW\VHZHUORFDWLRQUHTXHVWV
• Performed closed circuit TV inspection on approximately 61 miles of sewer pipe.
• &RPSOHWHGRUFXUUHQWO\DFFRPSOLVKLQJPDMRUUHKDELOLWDWLRQDW¿YHZDVWHZDWHUIDFLOLWLHVVSHFL¿FDOO\WKH1HZSRUW
%UDQG\ZLQH 7RZHUV +DPSWRQ 3RLQW DQG &DYDOLHUV SXPSLQJ VWDWLRQV DV ZHOO DV WKH 'HODZDUH &LW\ :DVWHZDWHU Treatment Plant, to improve their reliability and/or extend their service life.
• &RQWLQXHGPDMRUHTXLSPHQWDQGRUEXLOGLQJUHKDELOLWDWLRQSURMHFWVDW¿YHODUJHSXPSVWDWLRQV±VSHFL¿FDOO\7HUPLQDO
$YH:KLWH&OD\&UHHN1DDPDQV%XWWRQZRRGDQG$LUSRUW5RDGIDFLOLWLHVXVLQJDFRPELQDWLRQRIFRQWUDFWYHQGRUV
DQG3ODQW2SHUDWLRQVSHUVRQQHO
• &RQWLQXHGWKHRSHUDWLRQDQGH[SDQVLRQRIWKHK\GURJHQVXO¿GHFRQWURODQGPRQLWRULQJSURJUDPWRFRYHUWKHPDMRULW\
of transmission lines within the County.
• 0DQDJHGDVDIHW\SURJUDPWKDWLQFOXGHVDQRQJRLQJDQDO\VLVDQGHYDOXDWLRQRIVLWHVIRUXSGDWHGSHUVRQQHOVDIHW\
code requirements.
• Continued the operation of pumping stations and treatment plants within State and Federal permit requirements.
143
Wastewater Services (Continued)
• 5HVSRQGWRDOOPDLQOLQHVHZHUEORFNDJHVZLWKLQWKUHHKRXUVRIUHFHLYLQJWKHFDOOGD\RUQLJKWWRPLQLPL]HGDPDJH
and inconvenience to the customer (Policy I-#2).
• 5HVSRQGWRHPHUJHQF\VDQLWDU\VHZHUUHSDLUVZLWKLQIRXUKRXUVRILGHQWL¿FDWLRQGXULQJZHHNGD\RSHUDWLRQWRUHVWRUH
full service to the customer in a timely manner (Policy I-#2).
• 5HGXFHWKHQXPEHURIPDLQOLQHVHZHUEORFNDJHVDQGVXEVHTXHQWEDFNXSVDQGÀRRGLQJRIUHVLGHQFHVDQGVWUXFWXUHV
by scheduled preventative cleaning of the sanitary sewer collection system (Policy I-#2).
• 3URWHFWSXEOLFKHDOWKDQGWKHHQYLURQPHQWE\SUHYHQWLQJDQGPLQLPL]LQJVHZDJHVSLOOVRYHUÀRZVDQGEDFNXSVE\
SURSHUPDLQWHQDQFHRIWKH1HZ&DVWOH&RXQW\SXPSVWDWLRQQHWZRUN3ROLF\,
• Protect stream quality by operating and maintaining the wastewater treatment plants located in Delaware City, Port
3HQQDQG0LGGOHWRZQ2GHVVD7RZQVHQG027ZLWKLQGLVFKDUJHSHUPLWDOORZDQFHV3ROLF\,
2015
Actual
2016
Estimated
2017
Projected
Quantitative
Sewer Maintenance
5HVSRQVHWLPHWRPDLQOLQHEORFNDJHV
*3 hrs. max.
*3 hrs. max.
*3 hrs. max.
Feet of sanitary sewer line inspected
330,000
350,000
Labor costs/ft for CCTV inspections
$1.60
$1.55
$1.60
Labor costs/ft for normal preventative maintenance
$0.38
$0.36
$0.35
1XPEHURIUHSRUWDEOH662VPLOHVRIVHZHU
2.31
2.30
2.28
Number of Point repairs
398
250
250
Percentage of total labor for emergency (sewers & pumps)
5.6
4.5
4.5
::73SHUPLWYLRODWLRQV::73JDOORQVWUHDWHG
4.1x10-8
4.0x10-8
4.0x10-8
5HSRUWDEOH662V
38
36
3XPSVWDWLRQRYHUÀRZV
5
5
5
-4
-4
RI::HVWLPDWHGWRKDYHE\SDVVHGWUHDWPHQW
1.2x10
1.2x10
1.2x10-4
2XUJRDOLVWRUHVSRQGWRPDLQOLQHEORFNDJHVLPPHGLDWHO\DIWHUUHFHLYLQJWKHFDOOLQYHVWLJDWHWKHSUREOHPDQGVWDUWWKH
necessary repairs in one hour or less-minimum / three hours-maximum (24 hours/day, 365 days/year).
:DVWHZDWHUVHUYLFHLVEXGJHWHGDQGDFFRXQWHGIRULQDQHQWHUSULVHIXQGWKH6HZHU)XQGZKHUHLQWKHWRWDOFRVW
RIVHUYLFHVDUH¿QDQFHGSULPDULO\E\XVHUFKDUJHVDQGIHHV7KH)<RSHUDWLQJEXGJHWIRUWKH6HZHU)XQGLQFOXGHV
GLUHFWFRVWVRI6SHFLDO6HUYLFHV:DVWHZDWHU([SHQGLWXUHV/DQG8VH(URVLRQDQG6HGLPHQW'HEW
6HUYLFHDQGRWKHUOLQHLWHPV7KHVHGLUHFWFRVWVRISOXVLQGLUHFWFRVWVRI
SURYLGHDEXGJHWWRVXSSRUWDQGSURYLGHFRPSUHKHQVLYHZDVWHZDWHUVHUYLFHVWRRXUFXVWRPHUV$Q
additional $1,300,000 will be available from the Capital Budget to purchase equipment.
144
Wastewater Services (Continued)
7KH)<IXQGLQJDOORFDWLRQIRU6SHFLDO6HUYLFHV:DVWHZDWHU2SHUDWLRQVLVSUHVHQWHGEHORZ
Special Services Wastewater Budget
Fiscal Year 2017
Plant Operations
18.4%
Sewer Maintenance
16.8%
Construction
Support
15.3%
Environmental
Compliance
46.3%
Environmental
Operations
3.2%
:DVWHZDWHU([SHQGLWXUH
:DVWHZDWHU)XOO7LPH3RVLWLRQV
Total Sewer Fund Expenditure
Total Sewer Fund Full-Time Positions
2015
Actual
2016
Estimated
2017
Budget
$44,891,135
196.5
204.5*
196.5
204.5*
196.5
204.5*
*Includes sewer funded positions in the Department of Land Use.
145
(inMillions)
COUNTYCOUNCIL
$3.7
Legislation
Audit
COUNTYEXECUTIVE
$2.5
DirectionandControl
$21.2
Law
RiskManagement
Finance
HumanResources
ROWOFFICES
$6.8
$64.1
Administration
FleetOperations
PropertyMaintenance
ConstructionSupport
SewerMaintenance
PlantOperations
Engineering
DEPARTMENTOFLANDUSE
YouAre
Here
$13.8
Administration
Planning
Licensing
$20.0
Administration
CommunityResources
CarouselPark
Libraries
$98.1
Administration
PoliceOperations
EmergencyManagement
ANDETHICSCOMMISSION
$37.1
Ŷ Land Use
Mission: To create a common vision for the future of New Castle County through a proactive community, civic
and business planning effort that involves all stakeholders in a consensus building process. This vision will bring vitality
to our County by linking land use with transportation, enticing desired investment and ensuring the protection of our
neighborhoods and the revitalization of our commercial corridors.
DEPARTMENT OF
LAND USE
Administration
Planning
Licensing
Customer Relations
& Enforcement
10 Authorized
Positions
17 Authorized
Positions
58 Authorized
Positions
30 Authorized
Positions
Allocation of Land Use Operating Dollars
$13,805,541
Customer
Relations and
Enforcement
$3,784,900
27%
Administration
$1,806,215
13%
Planning
$2,324,653
17%
Licensing
$5,889,773
43%
2015
Actual
2016
Estimated
2017
Budget
$11,620,985
118
$12,022,640
118
$13,805,541
115
149
Ŷ Land Use (Continued)
Administration
The Administration Division provides overall management of the functions of the Department. Other functions in
this Division include Strategic Implementation, Website/Communications, Media/Legislative, Human Resources and Fiscal.
The Department of Land Use has been transforming from a reactive agency into a strategic contributor improving
the quality of life in New Castle County. In the past year, the Department focused on implementing the action plans
previously developed through comprehensive in-house assessment and analysis along with extensive stakeholder input
from business and community leaders alike. The Department is positioning to support the creation of strong and vibrant
communities which promote economic investment, job growth and commercial revitalization, while preserving important
County resources such as scenic byways, waterways and open space.
• 3KDVHV,DQG,,RIWKH8'&UHYLVLRQVDUHVFKHGXOHGIRUFRPSOHWLRQWKLV\HDUZLWKWKH¿QDOSKDVHXQGHUZD\E\\HDU
end. Extensive outreach to stakeholders via public meetings and workshops continues, with 23 public meetings
and workshops completed to date. Recommended amendments prepared to date include a new Appendix 7 entitled
“Guiding Principles for Development”, new zoning districts for economic empowerment (EED), and a new overlay
zoning district for neighborhood preservation (NPOD).
• The Department is managing and/or assisting with several corridor revitalization studies including Glasgow Avenue,
Route 141, Route 9, and Route 273.
• The Department is managing and/or assisting with Scenic Byway studies for Red Clay Valley design guidelines and
Brandywine Valley land development standards.
• Completed the Greenville Village study; researching potential for village studies along the Brandywine Scenic Byway.
• ,PSOHPHQWLQJVXFFHVVIXOVWDNHKROGHURXWUHDFKLQFOXGLQJHDUO\QRWL¿FDWLRQRIPDMRUSODQVDQGSDUWLFLSDWLRQLQDUHD
plans and corridor studies.
• Implemented the new Vacant Property Registration Program; 368 properties were registered.
• Completed Departmental restructuring to provide a strong base for implementing strategic initiatives.
• Phase I programming development of electronic plan review (ProjectDox) software is complete; Phase II testing is
ongoing with full implementation expected in 2016.
The strategic goal of the Department of Land Use is to create strong and vibrant communities while concurrently and actively
supporting economic investment, job growth and commercial revitalization. Extensive public outreach will continue as
DFWLRQSODQVDUHGHYHORSHGDQGUH¿QHG7KH)<DFWLRQSODQVLQFOXGH
• Implement the “Guiding Principles for Development” to all development and redevelopment in New Castle County
to protect existing neighborhoods from incompatible development while accommodating future growth and economic
investment (Policy II-#1).
• Implement Economic Empowerment District zoning to encourage the growth and development of job-rich businesses
while fostering healthy communities (Policy IV-#1).
• Implement the Neighborhood Preservation Overlay District zoning to maintain the distinctive and desirable
characteristics of existing neighborhoods (Policy II-#1).
• Develop corridor revitalization plans for additional areas such as Routes 9 and 202, Kirkwood Highway and Wilmington
Gateway (Policy IV-#3).
• Prepare Design Guidelines for rural road corridors and village development for the Brandywine Valley Scenic Byway
(Policy II-#1).
• )LQDOL]HWKH8QL¿HG'HYHORSPHQW&RGH8'&XSGDWHDQGSUHSDUHFRGHUHYLVLRQV3ROLF\,,
• Continue staff development by providing technical and leadership training opportunities. Ensure new hires are fully
trained and prepared to cover retirements (Policy III-#4).
150
Administration (Continued)
7KH)<EXGJHWUHSUHVHQWVDQLQFUHDVHRIRURYHUWKH)<DXWKRUL]DWLRQ7KHLQFUHDVHV
are in personal service costs ($11,849), equipment replacement ($2,000), and contractual services ($25,068); offset by
decreases in communication and utilities ($1,013) and materials and supplies ($2,000).
Expenditure
Full-Time Positions
2015
Actual
2016
Estimated
2017
Budget
$1,684,420
10
$1,756,834
10
$1,806,215
10
Planning
The Planning Division functions are comprehensive planning and implementation, development review, zoning/
compliance, community planning, historic review, transportation planning and economic development. Our staff reviews
submissions and develops recommendations to the Planning Board, Board of Adjustment, Historic Review Board, and
Design Review Advisory Committees (DRAC).
1) Strengthening and Planning Vibrant Communities
• Phases I, II and III of the UDC revisions will continue to be discussed and advanced to Council for adoption in 2016.
Extensive outreach to stakeholders continues, with 23 public meetings and workshops completed to date. All activity,
including presentations, meeting summaries and public comments, is reported on the Land Use website.
• Scenic Byway studies in progress for Red Clay Valley and Brandywine Valley.
• Village Studies: Greenville Village design guidelines study completed, and researching potential for village studies
along the Brandywine Scenic Byway.
2) Incentivizing Revitalization and Economic Development
• A real estate/economic development study for the Northern Claymont Area Master Plan is underway, with estimated
completion in 2016.
• Corridor revitalization studies in progress include Route 273 economic development study, Glasgow Avenue roadway
and land use guidelines, Route 9 walkable communities, and Route 141 20-year transportation and land use plan.
3) Integrated Transportation Issues
• Implemented plan review meetings with DelDOT to address transportation issues early in process.
• DelDOT reviews to be incorporated in electronic plan review process (ProjectDox).
4) Streamlining the Development Review Process
• Electronic plan review (ProjectDox) to be operational in 2016.
• &RQWLQXLQJVXFFHVVIXOVWDNHKROGHURXWUHDFKLQFOXGLQJHDUO\QRWL¿FDWLRQRIPDMRUSODQVDQGLQYROYHPHQWLQDUHDSODQV
and corridor studies.
• &UHDWHGDQG¿OOHGQHZ'HYHORSPHQW)DFLOLWDWRUSRVLWLRQWRVKHSKHUGNH\SURMHFWVWKURXJKWRFRPSOHWLRQ
151
Planning (Continued)
• Finalize UDC revisions incorporating the legislation into the code (Policy II-#1).
• Integrate Design Guidelines into all land development plan reviews (Policy II-#1).
• Route 9 Land Use and Transportation Study for providing safer pedestrian access – in conjunction with DelDOT and
WILMAPCO, seek federal grant funding through the Transportation Alternatives Program (TAP).
• Continue development of Corridor and Area Plans (Policy IV-#3), such as:
- Route 202 Corridor
- Route 9 Corridor
- Wilmington Gateways
- Pike Creek
Quantitative
Subdivision Plan Review Revenue ($ millions)
Subdivision plans submitted and reviewed
Number of Board of Adjustment applications reviewed
Non-Residential Gross Floor Area (GFA) Square
Footage Recorded
Number of Residential Lots Recorded
2015
Actual
2016
Estimated
2017
Projected
$0.8
127
165
$0.8
120
170
$0.9
130
170
468,094
1,300,000
1,400,000
1,131
1,100
1,200
7KH)<EXGJHWUHSUHVHQWVDGHFUHDVHRIRUXQGHUWKH)<DXWKRUL]DWLRQ'HFUHDVHVDUHLQ
personal service costs ($51,518) and contractual services ($21,132).
Expenditure
Full-Time Positions
152
2015
Actual
2016
Estimated
2017
Budget
$2,050,755
18
$2,256,986
18
$2,324,653
17
Licensing
The Licensing Division administers and enforces the drainage, building, plumbing and mechanical codes. Licensing
is responsible for the issuance of building permits, the inspection of buildings under construction and the issuance of
&HUWL¿FDWHVRI2FFXSDQF\DQGLVWKHFXVWRPHUVHUYLFHJDWHZD\IRUWKHHQWLUH'HSDUWPHQWVHUYLQJRYHUFLWL]HQVSHU
year. The Administrative Hearings Section manages cases in which violations and/or penalties are being contested. The
'LYLVLRQLVDOVRUHVSRQVLEOHIRUPDQDJLQJWKH*UHDWHU1RWL¿FDWLRQIXQFWLRQWKH)UHHGRPRI,QIRUPDWLRQ$FWSURFHVVDQGWKH
archive process for the thousands of paper records required to be maintained by the Department. The Engineering Section
reviews construction plans for compliance with sediment and stormwater regulations and performs inspections to monitor
site work in progress.
• With the adoption and implementation of the 2015 International Code Council (ICC) International Building Codes,
construction in New Castle County will now follow the most up-to-date standards, including consistent application of
ÀRRGSODLQPDQDJHPHQWUHJXODWLRQV$QDGGHGEHQH¿WLVWKHSRVLWLYHLPSDFWRQWKH'HSDUWPHQW¶V,QVXUDQFH6HUYLFHV
2I¿FH,62UDWLQJZKLFKDIIHFWVSURSHUW\LQVXUDQFHUDWHVZLWKLQWKH&RXQW\
• The Licensing Division re-structuring has been completed. Both the Licensing and Customer Relations & Enforcement
'LYLVLRQVUHSRUWWRRQH/LFHQVLQJ0DQDJHUSURYLGLQJLPSURYHGHI¿FLHQFLHVDQGFRRUGLQDWLRQRIVHUYLFHV
• Electronic plan review (ProjectDox): Phase I development of programming is complete; Phase II testing of software
is in progress. Full implementation is anticipated in 2016.
• A “Business Friendly Outreach Program” has been implemented whereby customers may request a review of their
project to identify any issues upfront as well as mid-project. In addition, a “Contractor License EZ Guide” has been
created for the NCC website.
• 3URFHVVLPSURYHPHQWVWRSHUPLWDSSOLFDWLRQIRUPVHOHYDWRUFHUWL¿FDWLRQWUDFNLQJDQGLQWHJUDWHGLQVSHFWLRQDGYLFH
permit history reports have been implemented.
• 5HWDLQHG FHUWL¿FDWLRQ E\ '15(& DV WKH RI¿FLDO GHOHJDWHG DJHQF\ IRU 6WRUPZDWHU 0DQDJHPHQW DQG (URVLRQ DQG
Sediment Control, including plan reviews of land development projects, inspections of projects under construction,
and post-construction maintenance inspections (3-year delegation).
• 0DLQWDLQHGD)(0$&RPPXQLW\5DWLQJ6\VWHPVFRUHRISURYLGLQJDUHGXFWLRQLQÀRRGLQVXUDQFHUDWHVWR
community members.
• Obtained grant funds (through DNREC and the NCC Conservation District) for the Port Penn Flood Mitigation and
Sea Level Rise Adaptation Study.
• Improve current ISO rating of 4 (scale is 10 with 1 being highest) (Policy III-#4).
• Pursue accreditation with the International Code Council (ICC) Building Department (Policy III-#4).
• Finalize and implement the Consolidated Enforcement Chapter which will standardize the administrative enforcement
process for Chapters 6, 7, 12, 19, and 40 (Policy III-#2).
• Expand “business-friendly” initiatives through website redesign and expansion such as adding a “Meet My Inspector”
link, expanding online inspection scheduling, and adding building code interpretations to the website.
• Submit application under FEMA Community Rating System to improve current rating of 8. Each numerical
LPSURYHPHQWZRXOGUHVXOWLQDQDGGLWLRQDOUHGXFWLRQIRUFRPPXQLW\PHPEHUV¶ÀRRGLQVXUDQFH3ROLF\,,
153
Licensing (Continued)
Quantitative
Building permit revenues ($ millions)
Plumbing permit revenues ($ millions)
Licenses ($ millions)
Engineering plan review revenue ($ millions)
Number of permits issued
Total inspections performed
Rule to Show Cause hearings
Number of “walk-in” customers
Number of customer phone calls (including scheduling)
2015
Actual
2016
Estimated
2017
Projected
$3.6
$0.9
$1.1
$0.5
16,237
51,517
208
24,630
39,277
$3.5
$0.9
$1.1
$0.6
16,200
56,912
175
24,000
38,000
$3.7
$0.9
$1.2
$0.6
16,500
57,500
200
23,000
37,000
in personal service costs ($183,936), communication and utilities ($10,540), and contractual services ($45,210).
Expenditure - General
Expenditure - Sewer
Full-Time Positions
2015
Actual
2016
Estimated
2017
Budget
$4,492,210
$837,392
59
$4,281,735
$839,580
59
$4,936,297
$953,476
58
7KH &RGH (QIRUFHPHQW 6HFWLRQ LQYHVWLJDWHV FLWL]HQV¶ FRPSODLQWV DQG DGGUHVVHV YLRODWLRQV RI WKH 3URSHUW\
Maintenance Code, thereby protecting the public health, safety and general welfare and preserving local property values.
All rental properties must be registered with this Division, and are subject to random inspection. Code Enforcement is a
VWUDWHJLFSDUWQHULQ1HZ&DVWOH&RXQW\¶VSURJUDPWRDEDWHFKURQLFSUREOHPSURSHUWLHVLQRXUQHLJKERUKRRGV7KH&XVWRPHU
Relations and Information Section includes a call center that provides a centralized information service to the public.
154
Customer Relations and Enforcement (Continued)
• Implemented new Vacant Property Registration Program, with 368 properties registered.
• &RPSOHWHGGLYLVLRQDOUHVWUXFWXULQJWRVWUHQJWKHQPDQDJHPHQWVWUXFWXUHLPSURYHHI¿FLHQFLHVFRRUGLQDWHVHUYLFHVDQG
provide career ladders.
• Developed and implemented a policy and procedures for towing inoperable/unregistered vehicles from private property.
• In conjunction with New Castle County Police, developed policies on Self Defense, ASP Baton Usage and OC
Projector Spray Usage.
• Completed several major abatement projects of properties with long-standing, severe maintenance issues.
• Facilitate adoption of the 2015 International Property Maintenance Code (Policy II-#1).
• Establish regulations and protocol to move distressed vacant properties to new ownership for positive re-positioning.
• Increase the number of types of violations subject to Civil Penalties to provide more comprehensive protections to our
neighborhoods (Policy II-#1).
• Pursue opportunities for improving collection of property maintenance expense recovery (accounts receivable) (Policy
III-#3).
• Update current processes to create a more cost-effective spending plan for property maintenance abatements (Policy
III-#3).
• 7RHQKDQFH¿HOGVWDIIVDIHW\XSJUDGHWRVPDUWSKRQHVZKLFKSURYLGH*36ORFDWLRQPRQLWRULQJ3ROLF\,,,
• Develop a standardized process for investigating home-based business complaints (Policy II-#1).
Quantitative
Calls received by Customer Relations
Code Enforcement new cases
Code Enforcement total inspections
1XPEHURILQVSHFWLRQVSHURI¿FHU
RIDEDWHPHQWFRVWVUHFRYHUHG
2015
Actual
2016
Estimated
2017
Projected
33,101
9,706
35,528
1,058
33,000
9,500
35,000
1,000
33,000
9,500
35,000
1,100
are in personal service costs ($118,682), communication and utilities ($1,530), and contractual services ($725,059).
Expenditure
Full-Time Positions
2015
Actual
$2,556,207
31
2016
Estimated
$2,887,393
31
2017
Budget
$3,784,900
30
155
(inMillions)
COUNTYCOUNCIL
$3.7
Legislation
Audit
COUNTYEXECUTIVE
$2.5
DirectionandControl
$21.2
Law
RiskManagement
Finance
HumanResources
ROWOFFICES
$6.9
$64.1
Administration
FleetOperations
PropertyMaintenance
ConstructionSupport
SewerMaintenance
PlantOperations
Engineering
DEPARTMENTOFLANDUSE
$13.8
Administration
Planning
Licensing
YouAre
Here
$20.0
Administration
CommunityResources
CarouselPark
Libraries
$98.1
Administration
PoliceOperations
EmergencyManagement
ANDETHICSCOMMISSION
$37.1
Ŷ Community Services
The Department of Community Services provides programs through its Libraries, Community Development &
Housing, Sports & Recreation, Senior Services, Rockwood Mansion and Park, Carousel Park, cultural and special events.
The mission of the Department is to provide a wide range of services to New Castle County residents and visitors that will
strengthen families and individuals, build social capital, improve neighborhoods, and ensure places and spaces to live, learn,
play, socialize and recreate. In addition to the operating dollars of $20.0 million, the Department will utilize nearly $22.6
million in grant funding from Federal, State and private sources.
DEPARTMENT OF
COMMUNITY SERVICES
Administration
Community
Resources
Libraries
Community Dev. &
Housing
15 Authorized
Positions
19 Authorized
Positions
84 Authorized
Positions
32 Authorized
Positions
Allocation of Community Services
Operating Dollars
$19,998,413
Community
Resources
$4,218,899
21.1%
Libraries
$13,506,955
67.5%
Administration
$2,052,879
10.3%
Community Dev.
& Housing
$219,680
1.1%
2015
Actual
2016
Estimated
2017
Budget
$18,337,604
149
$18,326,533
148
$19,998,413
150
159
Ŷ Community Services (Continued)
Administration
The Community Services Administration Division manages and directs the provision of information, recreation,
cultural and housing services to County residents of all ages through the operation of libraries, community development
& housing, sports and recreation, senior services special events, Rockwood Museum and Park and Carousel Park. The
)LVFDO 'LYLVLRQ SURYLGHV ¿QDQFLDO VHUYLFHV DQG DGPLQLVWHUV PXOWLSOH )HGHUDO 6WDWH DQG SULYDWH JUDQWV
• While strengthening existing partnerships with organizations such as Delaware Center for Horticulture, B’nai B’rith,
Autism Delaware, Shakespeare Festival and YWCA, the Department of Community Services concurrently created
new partnerships with a number of national and international organizations such as the Ezra Keats Foundation, Jack
& Jill Foundation, the Kulture Yard, and the National Endowment for the Arts.
• The Department of Community Services introduced several new initiatives this year. These initiatives included the
launch of a literary magazine for kids called Pages, the establishment of World Thinking Day at Rockwood Mansion,
the County’s Food for Fines program and the national cultural exchange program, The Big Read.
• The Route 9 Library has received over $750,000 in generous grant awards. The awards included $400,000 from the
Longwood Foundation and $150,000 from the Welfare Foundation, which both noted the numerous innovative learning
spaces, such as the Scriptorium, Sensory Room, Wet Lab, Maker Space and Bookatarium. In recognition of the space
available for science-based projects and academic activities, DuPont made a $100,000 grant. The Department of
Community Services is encouraged by this level of support from these pillars of the community.
• Through the hard work of the staff and leadership of the Department of Community Services, attendance at the
&RXQW\¶VYDULRXVFXOWXUDODQGUHFUHDWLRQDOSURJUDPVLQFUHDVHGVLJQL¿FDQWO\RYHUWKHSULRU\HDU+DOOPDUNHYHQWVVXFK
as the Holiday Tree Lightings at Glasgow and Rockwood Parks, Santa and His Pony, the Faerie Festival and Sleeping
Under Stars received overwhelming support and positive reviews from County residents.
• $IWHULQWURGXFLQJWKH*UHDW:RPHQLQ+LVWRU\DQGWKH%ODFN+LVWRU\SURJUDPVODVW\HDUWKH'HSDUWPHQWIRUWL¿HGWKH
2016 programs. The 2016 Black History program featured a special presentation by a Tuskegee Airman and a musical
SHUIRUPDQFHE\WKH/LQFROQ8QLYHUVLW\&KRLU7KH*UHDW:RPHQLQ+LVWRU\SURJUDPIHDWXUHG$PHULFD¶V¿UVWEODFN
female, transplant surgeon, Doctor Velma Scantlebury-White, poet Laureate of Delaware, JoAnn Balingit, Ph.D.,
and valiant veteran, Brigadier General, and Vice President of Comcast, Carol Eggert. These primary events were
supported by month-long educational programming at the County’s libraries and community centers.
• The Department of Community Services leveraged the vast literary and art experiences of the staff with grant funding
from M&T Bank to support a transformative youth writing initiative for low-income children in grades K to 8.
With a deep commitment to creative writing and art, the Department created and expanded the New Castle County
Youth Writers Workshop. With book topics ranging from the art of Horace Pippen to the science of water, the 2016
:RUNVKRSVZHUHKHOGDW%HDU&OD\PRQWDQG1HZDUN/LEUDULHVWKH'HODZDUH&LW\*DU¿HOGDQG+RFNHVVLQ3$/VDQG
the Rose Hill Community Center.
7KHIROORZLQJDUHVLJQL¿FDQWVHUYLFHOHYHOJRDOVZKLFKFDQEHDFKLHYHGZLWKWKHEXGJHW
• Continue to pursue grant opportunities.
• Continue to identify ways in which County park facilities and libraries can be fully utilized.
• 5HYLHZDOOFRQWUDFWVIRUVHUYLFHVWRDVVXUHPD[LPXPEHQH¿WIRUGROODUVLVEHLQJUHFHLYHG
• Ensure safety and security of staff, customers and facilities.
160
Administration (Continued)
The FY2017 budget represents an increase of $46,204 or 2.30% over the FY2016 authorization. The increases are
in personal service costs ($36,695) and contractual services ($9,509).
Expenditure
Full-Time Positions
2015
Actual
2016
Estimated
2017
Budget
$2,275,550
16
$2,091,768
16
$2,052,879
15
Community Resources
Community Resources provides recreational, educational, athletic, social and cultural programming to meet the
needs of the community, and provides services and activities to the underserved and special populations of the County. The
Division provides these services through the operation of sports leagues, clinics and instruction; recreation; special events;
volunteerism; youth camps and programs; senior programming and a senior center; community recreation centers; an art
studio with adaptive facilities; Rockwood Museum, Mansion and Park; and Carousel Park.
• Added SNAP/EBT & Credit/Debit transaction capability at all four Farmer’s Market locations.
• Collaborated with the University of Delaware Cooperative Extension Service to offer food demonstrations and
nutritional education at each of the Farmers Markets.
• 2IIHUHGIUHHSURJUDPVDW*DU¿HOG3DUN&RPPXQLW\5HFUHDWLRQ&HQWHU&5&VXFKDVWXWRULQJEHJLQQHUWHQQLVDQGD
play and learn class for children ages 1-5; in addition to youth dance classes and computer instruction.
• Served 2,726 persons at Surratte Pool serving the Route 9 area during the 2015 summer season. 170 seniors participated
in an exercise program sponsored by Absalom Jones Senior Center.
• Received $5,000 in grant funding from CDBG for the Absalom Jones Senior Center “Senior Food Security Voucher”
program in partnership with Delaware State Service Center.
• Obtained two new buses to serve members of the Absalom Jones Senior Center. Transportation is provided daily with
approximately 750 trips to and from the Center along with weekly trips inside the county.
• +HOG WZR KHDOWK IDLUV VSRQVRUHG E\ $EVDORP -RQHV 6HQLRU &HQWHU DW *DU¿HOG 3DUN DQG +RFNHVVLQ &RPPXQLW\
Recreation Centers with 1,000 persons attending both.
• Engaged 593 individuals with special needs through the Kaleidoscope Art Studio at Absalom Jones Community Center
DQGDWWKH+RFNHVVLQDQG*DU¿HOG3DUN&RPPXQLW\5HFUHDWLRQ&HQWHUV
• ([SDQGHGWKH\RXWK¿HOGKRFNH\SURJUDPRIIHULQJVE\DGGLQJDQH[WUDMXQLRUKLJKLQVWUXFWLRQDOFOLQLFDQGH[SDQGLQJ
the middle school instructional league to accommodate increasing registration in this growing sport.
• Served 600 young children through the Safety Town Program.
161
Community Resources (Continued)
¥ Fiscal 2016 Major Service Level Accomplishments (Continued)
• Engaged 3,784 volunteers who provided 41,937 hours of community service. This is a 28% increase in the number
of volunteers over last year.
• +HOG*UDQG2SHQLQJVIRUQHZ/LIHVW\OH&HQWHUVDW*DU¿HOG3DUNDQG+RFNHVVLQ&RPPXQLW\5HFUHDWLRQ&HQWHUV
Over 300 customers have signed up to participate in a variety of programs and activities designed for active seniors.
• Successfully implemented at Rockwood Museum the Museum Assessment Program (MAP) administered by the
American Alliance of Museums and the Institute of Museum & Library Services. The MAP provides assessment tools
that can help Rockwood attain excellence in operations and planning.
• Served over 8,000 youth through a new partnership with the City of Wilmington to expand Summer Nutritional
3URJUDPLQ¿YH&RXQW\SDUNVLQWKH5RXWHDUHD
• &ROODERUDWHGZLWKWKH'HODZDUH&HQWHUIRU+RUWLFXOWXUHWRH[SDQGFRPPXQLW\JDUGHQVDW*DU¿HOG3DUNDQG6LPPRQGV
Gardens providing technical assistance, education, and resources about healthy eating information to garden participants
through partnership with Nemours through the Partnership to Improve Community Health grant program.
• Carousel expanded the number and variety of small animals at the Carousel Kids Corral. The recent introduction of
the baby alpacas provided the opportunity to build partnerships with 4-H and U of D cooperative extension programs.
Local artisans were invited to learn to knit and crochet this pure hypoallergenic wool.
• Carousel staff created a display in the main stable featuring the new Gypsy Vanner mare, Tegan and her newborn colt,
6LU$UWKXU7KLVUDUHEUHHGZLWKORQJÀRZLQJPDQHDQGWDLOZHUHWKHFHQWHURIDWWHQWLRQLQ6DQWD¶V:RUNVKRSKROLGD\
event. The 2015 event brought over 3,700 visitors to the stable and the Carousel Kids Corral.
7KHIROORZLQJDUHVLJQL¿FDQWVHUYLFHOHYHOJRDOVZKLFKFDQEHDFKLHYHGZLWKWKHEXGJHW
• Improve advertising and marketing of all departmental programs and services to increase public awareness, branding,
programming, and participation.
• Complete walking path looping system thru the Tri-Park Rehabilitation Project for Route 9 parks.
• ,QFUHDVH/LYH+HDOWK\1HZ&DVWOH&RXQW\RIIHULQJVWKDWLQFOXGHRXWGRRUDFWLYLWLHVDQG¿WQHVVSURJUDPPLQJLQ&RXQW\
parks and facilities.
• ([SDQGDIWHUVFKRROSURJUDPVDQGSDUWLFLSDWLRQDW$EVDORP-RQHV&RPPXQLW\&HQWHUDQG*DU¿HOG3DUN5HFUHDWLRQ
Center.
• Increase overall number of employment partners in the Summer Youth Employment Program and the number of
worksites diversifying the types of work and vocations available.
• Increase the numbers of vendors participating at all farmers markets that will result in better overall attendance and
market revenues.
• Explore expansion of the Farmers Market program to new urban location and transfer market site at Glasgow Park to
the Hermitage area.
• Complete the Tri-Park Rehabilitation Program for Route 9 Parks.
• &RPSOHWHDQDVVHVVPHQWRISURJUDPVVHUYLFHVDQGPDUNHWLQJSODQIRU*DU¿HOG3DUNDQG$SSRTXLQLPLQN&RPPXQLW\
Recreation Centers.
• Expand health, wellness, art, and cultural programs to serve the Routes 9 and 40 communities.
• Expand art offerings and programs through new venues at Glasgow Park Bank Barn, Rockwood Carriage House,
Jester Farm, etc.
• Expand programs and services for diverse and special populations, veterans, seniors, youth and families through
effective partnerships and volunteerism.
162
Community Resources (Continued)
• Host the 2016 ASA Girls 16-U Class A Fast-Pitch Eastern National Championship softball tournament at County
¿HOGV7HDPVIURP9LUJLQLDWR0DLQHDUHH[SHFWHGWRFRPSHWHLQWKHWRXUQDPHQW
• 6HFXUH1DWLRQDO:LOGOLIH+DELWDW&HUWL¿FDWLRQIRU5RFNZRRG3DUN
• ,QFUHDVH SDUWLFLSDWLRQ LQ *DU¿HOG /LIHVW\OH SURJUDPV DW$EVDORP -RQHV +RFNHVVLQ DQG *DU¿HOG 3DUN 6HQLRU
programs.
• Implement a volunteer recognition system for special event volunteers.
Quantitative
Total youth served
Total number of seniors served
Total number of special population residents served
Total number of people enrolled in Community Resources Programs
Total participation in Community Resources Programs
2015
Actual
2016
Estimated
2017
Projected
51,098
22,596
5,801
14,610
308,729
51,609
22,822
5,859
14,756
311,816
52,125
23,049
5,918
14,904
314,934
The FY2017 budget (exclusive of IGS credits) is $4,400,899, which represents a net increase of $282,057 or 6.85%
over the FY2016 authorization. The increases are in personal service costs ($182,777), training and civic affairs ($1,000),
FRPPXQLFDWLRQDQGXWLOLWLHVPDWHULDOVDQGVXSSOLHVFRQWUDFWXDOVHUYLFHVDQG¿[HGFKDUJHV
($7,036). The FY2017 budget inclusive of IGS credits is $4,218,899.
Expenditure
Full-Time Positions
2015
Actual
$3,429,415
17
2016
Estimated
$3,527,450
17
2017
Budget
$4,218,899
19
Libraries
The Library Division provides library information and circulation services, and other community services activities
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materials for all County citizens. The library system serves as a community asset by meeting the need for popular materials,
introducing children and adults to the excitement of reading, and providing access to the world of information.
163
Libraries (Continued)
•
•
•
•
Completed Design and Program Development for the Route 9 Library, and held a successful groundbreaking event.
Planned and executed a successful capital campaign for the Route 9 Library.
Applied for matching funds from the State for the Route 9 Library Project.
In partnership with the Delaware Library Catalog consortium, continued the development of virtual library services
including e-books, e-audiobooks, Flipster e-magazines, streaming video, and online Ask-a-Librarian service.
• &RPSOHWHGDUHYLHZRIRXWVWDQGLQJ¿QHVDQGIHHVDQGGHYHORSHGSURFHGXUHVWRDGGUHVVWKHP
• Provided a variety of programming to meet the needs of county residents of all ages, including the introduction of
Coding and Minecraft classes designed to interest youth.
• Began implementation of Library Maker Tech services to provide hands-on experience with new technologies such
as 3D printers.
7KHIROORZLQJDUHVLJQL¿FDQWVHUYLFHOHYHOJRDOVZKLFKFDQEHDFKLHYHGZLWKWKHEXGJHWDOORZDQFH
• Continue construction of the Route 9 Library and plan and execute a successful library opening. Design appropriate
VHUYLFHVIRUHDFKRIWKHOLEUDU\¶VXQLTXHVSDFHVXWLOL]LQJSDUWQHUVKLSVWRWKHPD[LPXPH[WHQWSRVVLEOH
• Procure additional state funding to reach the 50% local match.
• Continue Route 9 Library capital campaign leveraging additional interest as the building gets closer to opening.
• &RQWLQXHWRGHYHORS/LEUDU\3URJUDPVDQG6HUYLFHVWKDWUHÀHFWQDWLRQDOWUHQGVDQGEHWWHUPHHWWKHQHHGVRIDGLYHUVH
community.
• Plan a new library card launch to increase the visibility of libraries and bring new users to them.
• Continue to work with the State Department of Health and Human Services for assistance with library users who have
mental health issues that impact theirs, as well others’ use of the library.
• Expand library resources and after school programs for teens and young adults, including the development of a
technology component for the Summer Youth Employment Program.
• Expand partnerships with other educational institutions.
• As part of the Delaware Library Catalog consortium, continue to improve access to e-resources and expand virtual and
web-based library services.
• Plan new Maker Tech activities that create opportunities for gaining technical skills.
• Continue to work with the Library Advisory Board, state Council on Libraries and Friends groups on initiatives that
support library programs and services.
Quantitative
Citizens with library cards
Visits annually
Library materials circulated
164
2015
Actual
2016
Estimated
2017
Projected
219,437
2,358,123
3,973,062
219,500
2,358,123
3,973,062
219,500
2,381,704
4,012,792
The FY2017 budget represents a net increase of $776,393 or 6.10% over the FY2016 authorization. The increases
are in personal service costs ($675,251), training and civic affairs ($5,000), communication and utilities ($31,487), materials
DQGVXSSOLHVDQGFRQWUDFWXDOVHUYLFHVRIIVHWE\DGHFUHDVHLQJUDQWVDQG¿[HGFKDUJHV
7KHIROORZLQJUHÀHFWVWKH)LVFDORSHUDWLQJEXGJHWIXQGLQJIRUHDFKOLEUDU\DQGIRUDOO¿YHFRQWUDFWXDOOLEUDULHV
Technical Services
Brandywine Hundred
Kirkwood Highway
Newark
Claymont
Hockessin
Elsmere
$SSRTXLQLPLQN
Bear
Woodlawn
Route 9
Corbit-Calloway*
Delaware City*
New Castle*
Wilmington Institute and 1 branch*
Total Operating Budget
$ 858,269
1,552,870
1,205,090
1,277,514
811,562
1,155,325
497,334
811,345
1,166,247
978,080
809,070
182,215
181,468
368,006
1,652,560
$13,506,955
*Contractual Libraries
The Gilliam Building, located next to the
New Castle County Government Center,
houses Community Services.
165
Total New Castle County funding (including capital funding) of $21 million for FY2017 breaks down as shown in
WKHFKDUWEHORZ
New Castle County Public Libraries
Appropriations - 2017
(millions)
Pays for staff
salaries and
benefits.
$8.6
Pays for contractual
Libraries.
$2.4
Funds Capital
Facility renovation
and expansion.
$7.5
Pays for Facility
Expenses: utilities,
rental, service
contracts,
technology, etc.
$1.6
Buys new books,
magazines, videos,
cds and other library
materials.
$0.9
166
2015
Actual
2016
Estimated
2017
Budget
$12,519,957
83
$12,512,369
82
$13,506,955
84
Community Development and Housing (CD&H) manages and administers federal housing and community
development programs for low and moderate income residents of New Castle County, implements affordable housing
strategies to promote home ownership and neighborhood stabilization, and engages in community outreach.
• ([HFXWHG 1HZ &DVWOH &RXQW\¶V <HDU &RQVROLGDWHG 3ODQ IRU ¿VFDO \HDU IROORZLQJ +8' UHJXODWRU\
guidelines.
• Awarded $300,000 in grant funds through the Delaware State Housing Authority (DSHA) Housing Development Fund
IRUFULWLFDOKRPHUHSDLUVIRUKRPHRZQHUVOLYLQJLQ*DU¿HOG3DUNDQG2YHUYLHZ*DUGHQV
• ([HFXWHGWKH*DU¿HOG6WURQJ,QLWLDWLYHZLWKDJUDQWIURPWKH'6+$6WURQJ1HLJKERUKRRG+RXVLQJ)XQG
Program.
• Awarded $500,000 by New Castle County Council for the Innovation Development Empowerment Area (IDEA)
Homebuyer and Home Repair Programs to assist distressed communities throughout New Castle County.
• 3URYLGHG¿UVWWLPHKRPHRZQHUVKLSRSSRUWXQLWLHVIRUIRXUFOLHQWVLQWKH6HFWLRQ+RXVLQJ&KRLFH9RXFKHU3URJUDP
Two Section 8 Homeownership clients purchased Neighborhood Stabilization Program (NSP) homes developed by
New Castle County.
• Worked in collaboration with partners to end Veterans Homelessness in New Castle housing. Over 150 homeless
veterans were assisted with housing.
• To date, generated over $10.5 million in program income through the sale of Neighborhood Stabilization Program
(NSP) units and awarded over $1.0 million in private funding to leverage with NSP funds.
• Closed 140 down-payment and settlement assistance loans through New Castle County’s homebuyer programs and
assisted 85 very low, low and moderate income owner-occupied households with housing repairs.
• With HOME Investment Partnership Program funds, collaborated with partners for the construction of affordable
housing in Middletown, Dunleith, Overview Gardens and the renovation of affordable special needs rental units
throughout New Castle County.
• Served 3,880 persons through Community Development Block Grant, HOME Investment Partnership Program and
Emergency Solutions Grant Program. Overall programs served a high percentage of persons with income below 50%
of median income. Approximately 89% earned less than 50% of median income and 69% earned less than 30% of
median income.
• Reviewed 216 applications to date for the Workforce Housing Program with 18 homeowners and 7 pending settlements.
• Manage federal reporting, budget and utilization within the federal performance standards.
• Work on a recruitment plan for new Section 8 landlords in communities outside of concentrated areas of low to
moderate income housing.
• ,QFUHDVHWKHRZQHURFFXSLHGµUHKDE¶ORDQVDQGKRPHRZQHUVKLSSXUFKDVHDVVLVWDQFHIRULGHQWL¿HG+RPH%X\HU/RDQ
Program (HIP) neighborhoods by seeking alternative private and public funding resources.
• Revise and execute the Housing Advisory Board.
167
Community Development & Housing (Continued)
• Continue to execute the Neighborhood Stabilization Program maximizing program income and seek alternative private
and public funding resources to sustain the program (Policy V-#18).
• Continue to execute recommendations for the Analysis of Impediments to Fair Housing Study (Policy III-#2).
Quantitative
Number of units receiving general rehab (CDBG & HOME)
Number of units receiving general rehab Homeowner Incentive Program (CDBG)
Number of units receiving emergency home repair (CDBG)
Senior Minor Repair Program (CDBG)
Senior Home Repair Loan Program (County)
Architechtural Accessibility Program (CDBG)
2015
Actual
2016
Estimated
2017
Projected
8
5
37
20
11
3
8
5
37
20
12
3
8
5
37
21
12
3
The FY2017 budget represents an increase of $55,251 or 33.60% over the FY2016 authorization. The increases are
in personal service costs.
¥ Anticipated Uses of Funds
• Block Grant/Sub-Grantees
FY2017 Programs
Administration/Program Delivery
Grant to Cooperating Communities
Other Rehab Delivery
Neighborhood Revitilization/Clean up
HIP
Down Payment Settlement Help
Relocation
Neighborhood Conservation Rehab Loan
Sub-Grantees (see next page)
168
$2,422,461
$785,114
258,086
450,000
15,000
100,760
300,000
15,000
140,000
340,500
¥ Anticipated Uses of Funds (Continued)
• Grants to Sub-Grantees Public Service Grants
Arc of Delaware
Catholic Charities
Christ Servants Mission Institute
DE Ecumenical Council on Children & Families
Delaware Alliance for Community Advancement
Delaware Community Reinvestment Action Council
Delaware Helpline
FAME
Family Help
Goodwill Industries
Harriet Tubman Safe House
Homeless Planning Council of DE
Housing Opportunities of Northern Delaware
Ingleside Homes
Latin American Community Center
Lutheran Community Services
Martin Luther King Complaint & Referral Center
Nehemiah Gateway
New Castle County Summer Camps & Recreation
New Castle County Absalom Jones Senior Center
NCC Police - Rt. 9 Safer Streets
Newark Senior Center
PAL of DE
Richardson Park Community Action Program
Reading Assist Institute
Rosehill Community Center
St. Patrick’s Center
Stehm, Inc.
Tech Impact
United Cerebral Palsy of DE
Wilmington Senior Center
YWCA
$340,500
8,000
20,000
5,000
7,500
10,000
5,000
5,000
7,000
10,000
7,500
7,500
10,000
15,000
10,000
7,500
10,000
40,000
10,000
45,000
5,000
10,000
5,000
10,000
10,000
7,500
5,000
5,000
5,000
7,500
10,000
5,000
15,000
169
¥ Anticipated Uses of Funds (Continued)
• Emergency Solutions Grants
$195,661
• HOME
$824,510
• Section 8 Program
$15,925,855
Salaries & Other Admin. Costs
Housing Assistance Payments
$1,453,626
$14,472,229
TOTAL GRANT USES
$19,368,487
¥ Anticipated Sources of Funds
• CDBG/Emergency Solutions Grant (Fed)
• HOME (Fed)
$2,618,122
$824,510
• Section 8 Program (Fed)
$15,925,855
TOTAL GRANT SOURCES
$19,368,487
Additional information detailing the various programs may be obtained from Community Development & Housing at (302)
395-5636.
Operating Expenditure
Grant Expenditure
Full-Time Positions
2015*
Actual
2016*
Estimated
2017*
Budget
$112,682
$18,744,184
33
$195,946
$20,065,925
33
$219,680
$19,368,487
32
*Does not include Neighborhood Stabilization Program (NSP); Includes project income.
170
(inMillions)
COUNTYCOUNCIL
$3.7
Legislation
Audit
COUNTYEXECUTIVE
$2.5
DirectionandControl
$21.2
Law
RiskManagement
Finance
HumanResources
ROWOFFICES
$6.9
$64.1
Administration
FleetOperations
PropertyMaintenance
ConstructionSupport
SewerMaintenance
PlantOperations
Engineering
DEPARTMENTOFLANDUSE
$13.8
Administration
Planning
Licensing
$20.0
Administration
CommunityResources
CarouselPark
Libraries
YouAre
Here
$98.1
Administration
PoliceOperations
EmergencyManagement
ANDETHICSCOMMISSION
$37.1
Ŷ Public Safety
The Department of Public Safety provides County police services, paramedic emergency medical services (EMS),
emergency communications center services (911), emergency management and planning services (OEM) and school crossing
guard services. In addition, the Department provides victim assistance programs and animal control. The department strives
to improve the quality of life in the County by providing a secure community environment through the delivery of public
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DEPARTMENT OF
PUBLIC SAFETY
Administration
8 Authorized
Positions
Police
Operations
School
Crossing Guards
Emergency
Communications
Emergency
Management
Emergency
Medical Services
432 Authorized
Positions
3 Authorized
Positions
87 Authorized
Positions
6 Authorized
Positions
124 Authorized
Positions
Allocation of Public Safety
Operating Dollars
$98,064,220
Emergency
Management
$427,490
0.4%
Police Operations
$60,258,151
61.4%
Administration
$1,535,958
1.6%
X-GDS
$2,813,503
2.9%
Vol. Fire/Ambulance
$4,253,949
4.3%
Emergency
Communications
$10,475,355
10.7%
Emergency Medical
Services
$18,299,814
18.7%
Full-Time Positions
2015
Actual
2016
Estimated
2017
Budget
$97,116,128
633
$97,904,652
645
$98,064,220
660
173
Ŷ Public Safety (Continued)
Public Safety - Administration
The Department of Public Safety consists of the following sections: Administration, Police, Crossing Guards,
(PHUJHQF\ 0HGLFDO 6HUYLFHV (06 (PHUJHQF\ &RPPXQLFDWLRQV DQG WKH 2I¿FH RI (PHUJHQF\ 0DQDJHPHQW
(OEM). The Department of Public Safety is managed and directed by the Director of Public Safety. Within Public Safety
$GPLQLVWUDWLRQDUHWKH)LVFDO2I¿FHDQGWKH2I¿FHRIWKH'LUHFWRU
7KH2I¿FHRIWKH'LUHFWRUSURYLGHVWKHRYHUDOOGLUHFWLRQDQGVXSHUYLVLRQIRUWKH'HSDUWPHQWRI3XEOLF6DIHW\DQGLV
responsible for setting departmental policy. The overall goal of the Public Safety Department is to improve the quality of
life throughout New Castle County by striving to provide a secure community environment through the delivery of public
VDIHW\VHUYLFHVLQDQHI¿FLHQWPDQQHU
7KH)LVFDO2I¿FHLVWKHGHSDUWPHQW¶VFHQWUDOL]HG¿QDQFLDOUHSRUWLQJDQGVHUYLFHRUJDQL]DWLRQ7KHUHVSRQVLELOLWLHV
RIWKH)LVFDO2I¿FHLQFOXGHDFFRXQWLQJFDVKLHULQJDFFRXQWVSD\DEOHDQGUHFHLYDEOHSD\UROOSXUFKDVLQJEXGJHWSUHSDUDWLRQ
and management, contract management and grants management.
• 6XFFHVVIXOO\FHQWUDOL]HGWKHPDMRULW\RIWKH¿VFDOIXQFWLRQVIRUDOORIWKH'LYLVLRQV3ROLFH(PHUJHQF\&RPPXQLFDWLRQV
DQG(PHUJHQF\0HGLFDO6HUYLFHVLQWRWKH'LYLVLRQRI$GPLQLVWUDWLRQ)LVFDO2I¿FH
• 7KH'LUHFWRURI3XEOLF6DIHW\LQFRQMXQFWLRQZLWKHDFKRIWKHGLYLVLRQKHDGVDQGWKH'HSDUWPHQW¶VJUDQWZULWHUZHUH
VXFFHVVIXOLQLGHQWLI\LQJIXQGLQJVHOHFWLQJDTXDOL¿HGYHQGRUDQGWDLORULQJDFRPSUHKHQVLYHPHQWDOKHDOWKWUDLQLQJ
program (crisis management) for all Public Safety uniform and civilian staff. The goal of the training was to provide
DZDUHQHVVDVZHOODVWKHWRROVDQGUHVRXUFHVWRKHOS¿UVWUHVSRQGHUVDQGWKHLUVXSSRUWV\VWHPFRSHZLWKWKHFKDOOHQJHV
and stressors that are unique to Public Safety.
• Continue to provide comprehensive leadership and support to all departmental functions by continually evaluating and
implementing new methods and technologies.
• Continue to foster an environment which promotes interoperability and cooperation between all the divisions that
comprise the Department of Public Safety.
• Continue to diversify the workforce throughout every division.
• (QVXUHWKDWDOO¿VFDOIXQFWLRQVDUHFHQWUDOL]HGZLWKLQWKH'HSDUWPHQW¶V)LVFDO2I¿FHDQGWKDWWKH)LVFDO2I¿FHFRQWLQXHV
WREHWKHFHQWUDOL]HG¿QDQFLDOVHUYLFHRUJDQL]DWLRQRIWKHHQWLUHGHSDUWPHQW
• Continue to provide crisis management training to uniform and civilian employees and to family members.
are in personal service costs ($16,265), training and civic affairs ($428), communication and utilities ($58,043), materials
and supplies ($200), equipment replacement ($6,843), and contractual services ($24,713).
174
Public Safety - Administration (Continued)
Full-Time Positions
2015
Actual
2016
Estimated
2017
Budget
$1,592,509
9
$1,560,518
8
$1,535,958
8
Public Safety Building
Police Operations
The Division of Police is a nationally accredited law enforcement agency that provides 24/7 protection and full
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policing to make our County an even safer place to live and work.
7KURXJKH[WHQVLYHUHVHDUFKDQGGLVFXVVLRQZLWKRXUVWDNHKROGHUVDQGFLWL]HQVWKHGLYLVLRQFRQWLQXHVWRWDNHJUHDW
VWULGHV LQ SURYLGLQJ H[FHSWLRQDO VHUYLFHV 2XU LQWHUQDWLRQDOO\ UHFRJQL]HG 7DUJHWHG$QDO\WLFDO 3ROLFLQJ 6\VWHP 7$36
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associated crimes, the Property Crime Initiative was introduced. Combined, these two initiatives accounted for a 16.4%
reduction in overall crime throughout New Castle County during the last three years.
7KH GLYLVLRQ FRQWLQXHV WR VHHN DQG XWLOL]H QHZ WHFKQRORJ\ WR HQDEOH RXU RI¿FHUV WR SUHYHQW FULPH WR VZLIWO\
apprehend those who engage in criminal activity, and to more effectively interact with our communities. The division
OHYHUDJHVWHFKQRORJ\DVD³IRUFHPXOWLSOLHU´WRHQKDQFHWKHDELOLWLHVRIHDFKPHPEHURIWKHDJHQF\WRSURYLGHHI¿FLHQW
VHUYLFHVWRRXUFLWL]HQV
175
• 7KH1&FULPH¿JKWLQJSODWIRUPZDVGHSOR\HGGLYLVLRQZLGH)RUWKH¿UVWWLPHLQWKHGLYLVLRQ¶VKLVWRU\RI¿FHUVLQ
WKH¿HOGQRZKDYHDPDSRIQRWRQO\FULPHVWKDWKDYHRFFXUUHGEXWDOVRYLVXDORYHUOD\VRIWKHORFDWLRQVRIZDQWHG
VXEMHFWVDQGSUREDWLRQHUVVH[RIIHQGHUVDQGLQGLYLGXDOVZKRSDZQLWHPV
• To further combat property related crimes such as home break-ins, the Property Crime Initiative was implemented,
UHVXOWLQJLQDGHFUHDVHLQEXUJODULHVDQGDLQFUHDVHLQ¿QJHUSULQWPDWFKHV
• 'XHWRWKHGLYLVLRQ¶VOHDGHUVKLSLQWKHXVHRILQQRYDWLYHWHFKQRORJ\&RORQHO6HWWLQJZDVDSDQHOLVWGXULQJ0LFURVRIW¶V
presentation at the annual International Association of Chiefs of Police Conference in Chicago.
• 7KHGLYLVLRQ¶V&ROG&DVH6TXDGPDGHLWV¿UVWDUUHVWLQFRQQHFWLRQZLWKDKRPLFLGHWKDWKDGUHPDLQHGXQVROYHGIRU
WKLUW\\HDUV7KHDUUHVWKHOSHGWREULQJFORVXUHWRWKHYLFWLP¶VIDPLO\DQGEURXJKWWKHVXVSHFWWRMXVWLFH
• As part of efforts to decrease the number of heroin related overdose deaths, a pilot program deploying thirty-eight
QDVDO1DUFDQNLWVWRRI¿FHUVZDVLQLWLDWHGDQGKDVEHHQKLJKO\VXFFHVVIXO$IWHUUHFHLYLQJWUDLQLQJIURP3DUDPHGLFV
RI¿FHUVZKRKDYHEHHQLVVXHG1DUFDQNLWVKDYHXWLOL]HG1DUFDQQLQHWHHQWLPHVDWVXVSHFWHGKHURLQRYHUGRVHVZLWK
DOOQLQHWHHQVXEMHFWVVXUYLYLQJ7KHGLYLVLRQ¶VSURJUDPFRQWLQXHVWREHDPRGHOIRURWKHUDJHQFLHVDQGKDVSOD\HGDQ
LPSRUWDQWUROHLQH[SDQGLQJWKHXVHRIRI¿FHUGHSOR\HG1DUFDQLQWKH6WDWH
• After an intensive and highly competitive federal grant process, the division was honored to be selected by the
2I¿FHRI&RPPXQLW\2ULHQWHG3ROLFLQJ6HUYLFHV&236WRUHFHLYHIXQGLQJIRU¿IWHHQQHZSROLFHRI¿FHUSRVLWLRQV
7KHVHRI¿FHUVZLOOEH&RPPXQLW\3ROLFLQJ6SHFLDOLVWVIRFXVLQJRQSURYLGLQJDGGLWLRQDOVHUYLFHVWRRXUFRPPXQLWLHV
including foot and bicycle patrols.
• 7KH&LWL]HQ3ROLFH$FDGHP\SURJUDPZDVUHLPSOHPHQWHG7ZRFODVVHV
ZHUHKHOGDOORZLQJIRUW\WKUHHFLWL]HQVWRREWDLQDEHWWHULQVLJKWLQWRWKH
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of the division to arrest procedures allows each participant to then
become “ambassadors” for the division. These classes are an invaluable
LQYHVWPHQWLQWKHGLYLVLRQ¶VFRPPXQLW\RXWUHDFKHIIRUWV
• The division began a pilot program to test body worn cameras (BWCs).
Various models were tested providing the division, prosecutors and the
Courts with valuable experiences and data. The division continues to be
DOHDGHULQZRUNLQJZLWKWKH$WWRUQH\*HQHUDO¶V2I¿FHDQGWKH'HODZDUH
3ROLFH&KLHI¶V&RXQFLOWRGHYHORSDVWDWHZLGHPRGHOSROLF\IRU%:&V
Police Units Make-Up
)<6WDIÀQJ
252
Patrol Squads:
Criminal Investigations:
62
Special Operations:
49
2
Police Academy:
Support:
• The division continues to be a leader in social media usage. Multiple
crime prevention videos, recruiting information along with blogs for each
Police Academy and Police K9 Academy continue to bring viewers to TOTAL:
RXUVLWHV2QHVRFLDOPHGLDSRVWRIDQRI¿FHUGDQFLQJZLWKFKLOGUHQDWD
Family Fun Day in Carousel Park had over 219,000 views and reached
over 640,000 people.
35
400
• $WWHQGHGDWHQZHHNFRXUVHWDXJKWE\RI¿FHUVRIWKHGLYLVLRQ7KHWUDLQLQJFRYHUHGWRSLFVLQFOXGLQJSROLFHSURFHGXUHV
KDQGVRQ¿UHDUPLQVWUXFWLRQDQGWKURXJKWKHXVHRIVFHQDULRV³VKRRWGRQ¶WVKRRW´VLPXODWLRQV
• The Property Crime Initiative was implemented which focused on reducing thefts, home break-ins and stolen vehicles.
During the past year, these crimes have been reduced by over 30% resulting in over 2,800 less victims of these crimes.
176
Police Operations (Continued)
• 0DLQWDLQDUREXVWKLULQJSURFHVVWRHQVXUHWKHGLYLVLRQKDVDGLYHUVHDQGKLJKO\TXDOL¿HGZRUNIRUFHDQGWKHQHFHVVDU\
VWDI¿QJWRPHHWSURMHFWHGSRSXODWLRQLQFUHDVHVVDIHJXDUGDJDLQVWVKRUWDJHVFDXVHGE\DWWULWLRQDQGWKHDELOLW\WRIXUWKHU
decrease crime and provide even greater levels of safety in our communities.
• Seek to expand the deployment of body worn cameras. Each camera will increase the transparency between the police
and the public, collect valuable evidence during investigations and provide heightened accountability for the actions of
ERWKFLWL]HQVDQGRI¿FHUVGXULQJWKHLULQWHUDFWLRQV$IWHUFRPSOHWLRQRIVHYHUDOSLORWSURJUDPVLPSOHPHQWDODUJHUVFDOH
deployment of body worn cameras/microphones.
• &RQWLQXH WR UHSODFH DJLQJ DQG RXWGDWHG WHFKQRORJ\ DQG HTXLSPHQW LQFOXGLQJ 7DVHUV ERG\ DUPRU ¿UHDUPV $('V
radar units, and Automated License Plate Readers. As items continue to reach their end of life usefulness, cutting edge
UHSODFHPHQWVDUHQHHGHGWRKHOSHQVXUHWKHVDIHW\RIRI¿FHUVDQGFLYLOLDQV
• Expand the use of the newest technology in forensic investigations, including improving the abilities of investigators to
DQDO\]HWKHHYHUJURZLQJQXPEHURIPRELOHGHYLFHVXWLOL]HGGXULQJFULPLQDODFWLYLW\
• 'HOLYHU IRFXVHG FRPPXQLW\ SROLFLQJ LQLWLDWLYHV WKURXJKRXW WKH &RXQW\ 7KH DVVLJQPHQW RI VSHFLDOO\ WUDLQHG RI¿FHUV
LQWKH3DWUROVHFWLRQFRPELQHGZLWKVRFLDOPHGLDDQGRWKHUWHFKQRORJLHVLQFOXGLQJPRELOHDSSVZLOOSURYLGHRI¿FHUV
PRUHRSSRUWXQLWLHVWREHWKH³JXDUGLDQV´RIRXUFRPPXQLWLHV,QFUHDVHG³RQHRQRQH´LQWHUDFWLRQVEHWZHHQRI¿FHUVDQG
FLWL]HQVZLOOEHDYDOXDEOHWRROWRLQWHUFHGHLQFRPPXQLW\FRQFHUQVPRUHHI¿FLHQWO\
• Implement a local DNA database that will allow for testing of forensic evidence associated with property related and
other crimes. This program will allow for testing of evidence and improve solvability of crimes that would previously
KDYHQRWTXDOL¿HGIRUWKLVVSHFLDOL]HGDQDO\VLV
• &RQWLQXHWRLPSURYHWKHDJLQJÀHHW:LWKRYHURIWKHFXUUHQWÀHHW¿YH\HDUVRUROGHUVFKHGXOHGUHSODFHPHQWRI
YHKLFOHVDQGWKHWHFKQRORJ\LQWKHPLVQHHGHGWRHQVXUHWKHFRQWLQXHGVDIHW\SURIHVVLRQDODSSHDUDQFHHI¿FLHQF\DQG
UHOLDELOLW\RIWKH³PRELOHRI¿FHV´SROLFHSHUVRQQHOZRUNRXWRIHDFKGD\
• Obtain remote camera systems that can be deployed to monitor public spaces in TAPS areas or locations that may be
higher security concerns.
• 7KURXJKWKHXVHRIQHZVRIWZDUHDQGKDUGZDUHFRQWLQXHWRLPSOHPHQWQHZWHFKQRORJLHVWKDWZLOODVVLVWDOORI¿FHUVZLWK
daily tasks including scheduling, payroll, information sharing, and crime analysis.
• Seek out technologies and equipment that will assist in deterring terrorist and violent extremist activities, increase the
GLYLVLRQ¶VDZDUHQHVVRISRWHQWLDOWKUHDWVDQGSURYLGHRI¿FHUVWKHLPPHGLDWHPHDQVWRGHIHDWLQGLYLGXDOVZKRVHHNWR
KDUPRXUFLWL]HQV
• 7KH GLYLVLRQ FRQWLQXHV WR EHQH¿W IURP WKH DFFHVV WKDW WKH ,QWHUQHW DQG VRFLDO PHGLD SURYLGH 7KHVH FRPPXQLFDWLRQ
platforms allow for the instantaneous dissemination of crime prevention information, updates on police activities, and
LPSURYHGUHFUXLWLQJLQLWLDWLYHV(IIRUWVZLOOFRQWLQXHWRLQFUHDVHWKHGLYLVLRQ¶VGLJLWDOIRRWSULQWDQGWRSURYLGHLQFUHDVHG
information to the public.
• In August 2016, the division will again be reassessed by the Commission on Accreditation for Law Enforcement Agencies
&$/($7KLVLQWHQVLYHRQVLWHUHYLHZRIWKHGLYLVLRQ¶VSROLFLHVRSHUDWLQJSURFHGXUHVHTXLSPHQWDQGSHUVRQQHOHQVXUHV
WKDWWKHGLYLVLRQFRQWLQXHVWRH[FHHGQDWLRQDOVWDQGDUGV$VWKHGLYLVLRQSUHSDUHVIRU&$/($¶VLQVSHFWLRQWHFKQRORJLHV
WKDWZLOODOORZIRUWKHHI¿FLHQWSUHVHQWDWLRQRIWKHFRSLRXVDPRXQWVRIGDWDDQGHQVXUHWKDWWKHGLYLVLRQH[FHHGVDOOFXUUHQW
PDQGDWHVZLOOEHVRXJKWDQGXWLOL]HG.
177
Chart Number 1
Programs offered by the
Community Services Unit are:
•
•
•
•
•
•
•
•
•
178
Bicycle Safety
Block Watch
Bullying Prevention
Burglary Prevention
Child Safety/Stranger
Danger
Citizen’s Police Academy
Civic Association
Meetings
Community Watch
Explorers Post
•
•
•
•
•
•
•
•
•
•
Heroin Alert
Home Security Survey
Internet Safety
2IÀFHU)ULHQGO\
PAL
Personal Safety/Home
Safety
Project Life Saver
Reverse 911
Senior Roll Call
Youth and the Law
7KH)<EXGJHWUHSUHVHQWVDQHWLQFUHDVHRIRURYHUWKH)<DXWKRUL]DWLRQ7KHLQFUHDVHV
are in personal service costs ($2,455,881), training and civic affairs ($38,945), communication and utilities ($4,984)
PDWHULDOVDQGVXSSOLHVHTXLSPHQWUHSODFHPHQWDQGJUDQWVDQG¿[HGFKDUJHVRIIVHWE\
decreases in contractual services ($1,623,467) and contingencies ($627,000).
Chart Number 2
Chart Number 4
Chart Number 3
179
Chart Number 5
Chart Number 6
Expenditure
Full-Time Positions
180
2015
Actual
2016
Estimated
2017
Budget
$62,421,626
405
$62,676,739
417
$60,258,151
432
The School Crossing Guard Unit continues to provide protection for primary and secondary school students along
ZLWKWKH&DWKROLFDQGSULYDWHVFKRROVDWDXWKRUL]HGORFDWLRQVDVGHWHUPLQHGE\WKH1HZ&DVWOH&RXQW\VFKRROGLVWULFWV
School crossing guards and supervisors give safety talks to schools and businesses throughout the school year on pedestrian,
stranger, bus and bicycle safety. The division is responsible for the placement of permanent guards through the substitute
guard pool and scheduling of substitute guards on a daily basis along with other day-to-day functions necessary to maintain
the continuity of a disciplined unit.
• Hired more substitute guards in each school district to allow the timely manner in which they arrive at their post
assignments with less travel in mileage and a savings in our mileage budget.
• Provide protection to primary and secondary school students throughout the County as determined by the various
school districts (State Controlled).
• Participate in the Summer Safety Town program held by the Community Services Unit to teach 4, 5 and 6 year olds
all aspects of safety.
• Provide protection to primary and secondary school students who attend summer school or year-round schooling
programs initiated in pilot programs.
Quantitative
Number of schools serviced
Number of stations guarded
2015
Actual
2016
Estimated
2017
Projected
83
230
82
227
82
230
7KH6FKRRO&URVVLQJ*XDUGV¶&RXQW\EXGJHWRIIXQGVSDUWWLPHVFKRROFURVVLQJJXDUGVDQGWKUHHIXOO
time staff (civilian), to provide services for the various County school districts (State). Funding is provided through a
separately levied crossing guard tax rate upon those properties in each school district.
School
District
Colonial
Appoquinimink
Brandywine
Red Clay
Christina
Vo-Tech
TOTAL
Stations
Guarded
30
29
42
64
63
2
230
181
School Crossing Guards (Continued)
Expenditure
Full-Time Positions
2015
Actual
2016
Estimated
2017
Budget
$2,886,783
3
$2,795,892
3
$2,813,503
3
(PHUJHQF\&RPPXQLFDWLRQVUHSUHVHQWVWKHPDLQSXEOLFDFFHVVSRLQWIRUDOOSROLFH¿UHDQGHPHUJHQF\PHGLFDO
services via the universal 9-1-1 emergency telephone number. Emergency Communications staff provides 24-hour per day,
GD\DZHHNVHUYLFHVDQGWKHGLYLVLRQSURFHVVHGRYHUFDOOVLQWKHFRPPXQLFDWLRQIDFLOLW\GXULQJWKHODVW¿VFDO
year.
•
•
•
•
•
•
•
•
•
•
•
•
Conducted NEW WORLD CAD training sessions for mobile application as well as records management systems.
%HJDQ¿UHUHFRUGVUROORXWWRYROXQWHHU¿UHVHUYLFHDJHQFLHV
Provided system wide support for NEW WORLD CAD system.
Created and managed 400 response plans and 50,000 response assignments.
Updated our training program for current employees as well as new hires, 99.5% passing rate for employee reFHUWL¿FDWLRQV
)RUWKH¿UVWWLPHGLVSDWFKHUVDWWHQGHGWKH&ULVLV,QWHUYHQWLRQ7HDP7UDLQLQJVHPLQDUXVXDOO\3ROLFHRQO\WUDLQLQJ
$OOUHFHUWL¿FDWLRQVZHUHFRPSOHWHGDQGVHQWLQRQWLPH
Expanded our 9-1-1 education programs into schools and civic groups.
2XW¿WWHGROG(2&ZLWKODWHVWWHFKQRORJ\LQFOXGLQJDVWDWHRIWKHDUWYLGHRZDOOWRSURYLGHOLYHIHHGGDWDIURPRXWVLGH
sources to re-open as a Fusion Center for all of New Castle County activity.
2YHUKHDGSURMHFWRUSURMHFWZLWKLQWKHFHQWHUWRDOORZDOOSHUVRQQHOWRVHHWKHOLYHGDWDRIFXUUHQWFDOODFWLYLW\
Conducted over 25 public education programs to promote SMART 9-1-1 within schools, public assemblies and civic
umbrella groups.
Four additional Supervisors were successful graduates of the New Jersey State Association of Chiefs of Police
Command and Leadership (West Point) program.
•
•
•
•
Maintain our National Accreditation with Priority Dispatch.
Increase call answer time for 9-1-1 calls.
Increase public awareness of SMART 9-1-1 through education programs.
Develop a strong partnership with the Community Service Unit of Police and 9-1-1 personnel for public education
assignments.
• &RPSOHWH¿UHUHFRUGVUROORXW
• Conduct 24 training sessions with CAD mobile application and records management systems.
• Continue State-wide CAD support.
182
Emergency Communications (Continued)
• %XLOGQHFHVVDU\UHVSRQVHSODQVDVVRFLDWHGZLWKDVVLJQPHQWVWRDFFRPPRGDWHQHZUHVSRQVHVDQGKD]DUGVLGHQWL¿HGE\
responding agencies.
• Continue to support the Command and Leadership Training Program by offering seats to our Supervisory Support
Personnel (Acting Supervisors).
• Continuing education and credits for employees.
• &UHDWHHPSOR\HHVXJJHVWLRQER[WRLQFUHDVHZRUNHUFRQ¿GHQFHSURGXFWLYLW\DQGPRUDOH
• Outstanding employee recognition for personnel by section on a regular basis.
• Purchase additional uniforms allowing for all four days of a shift to be in uniform as well as account for dry cleaning
turnaround.
Technology Improvements:
• Evaluate and test upgrades to NEW WORLD CAD sites with latest versions.
• 3XUFKDVHDGGLWLRQDOPRELOHGLVSDWFKWHUPLQDOOLFHQVHVWRVXSSRUWWKH¿UHVHUYLFHZLWKWKHODWHVWWHFKQRORJ\DYDLODEOH
IRU¿HOGUHVSRQVHXQLWVFRPPDQGYHKLFOHV¿UHWUXFNVDQGUHVFXHDSSDUDWXVHV
• Implement the newest version of Smart 9-1-1 and Smart 9-1-1 Facilities into the Center.
• Implement Text Messaging 911 into the Center.
• Technology upgrade for the Mobile Communications Unit as many of the technologies onboard have exceeded their
OLIHH[SHFWDQF\DQGVHUYLFHDELOLW\WKLVLVDFFRXQWHGIRULQWKH&RPPXQLFDWLRQV8SJUDGHV&DSLWDO3URMHFW
7KH )< EXGJHW UHSUHVHQWV D QHW LQFUHDVH RI RU RYHU WKH )< DXWKRUL]DWLRQ 7KH
increases are in personal service costs ($1,222,715), training and civic affairs ($5,200), materials and supplies ($52,271),
DQGFRQWUDFWXDOVHUYLFHVRIIVHWE\GHFUHDVHVLQFRPPXQLFDWLRQDQGXWLOLWLHVDQGHTXLSPHQWUHSODFHPHQW
($2,000).
Expenditure
Full-Time Positions
2015
Actual
2016
Estimated
2017
Budget
$9,170,077
86
$9,582,851
87
$10,475,355
87
Quantitative
Police/Fire/EMS calls***
Qualitative
Percent of 9-1-1 calls answered within three rings by Communications Division
Percent of alarms dispatched with proper Volunteer Fire Company
Percent of priority one police emergency calls in which on-scene services were
provided in 8 minutes or less of dispatch
2015
Actual
2016
Estimated
2017
Projected
250,114
249,930
240,226
88%
99.8%
84%
99.8%
80%
99.8%
66.0%
58.3%
62.15%
5HÀHFWVWRWDOLQFLGHQWVKDQGOHGE\WKH&RXQW\3ROLFH3DUDPHGLF6HUYLFHVDQG9ROXQWHHU)LUH6HUYLFH
183
Emergency Medical Services (Paramedics)
The Emergency Medical Services Division has a fundamental mission to deliver out-of-hospital, advanced
life support paramedic services throughout New Castle County on a 24-hour per day, 7-day-a-week basis at one of the most
personal levels of public interaction by any county service. Emergency Medical Services Division paramedics provide critical
public safety and out-of-hospital health services that are essential to the maintenance of a healthy, safe and secure community.
The county paramedic service is a vital component of any plans to mitigate and respond to the medical consequences of
a public health crisis or disaster, whether natural or man-made. The New Castle County Paramedics routinely coordinate
WKHDFWLYDWLRQRIVSHFLDOL]HGKRVSLWDOUHVRXUFHVWRH[SHGLWHWKHWUHDWPHQWDQGWUDQVIHURIFULWLFDOO\LOORULQMXUHGSDWLHQWV
• +RVWHGWKH7KLUG$QQXDO6XGGHQ&DUGLDF$UUHVW6XUYLYRU¶V5HXQLRQDWWKH7DWQDOO6FKRROLQ)HEUXDU\
• &HOHEUDWHGWKHJUDGXDWLRQRIWKH¿UVW3DUDPHGLF$FDGHP\&ODVVIURPWKHLULQLWLDOWUDLQLQJSURJUDPZLWKRIWKH
JUDGXDWHVVXFFHVVIXOO\DFKLHYLQJFHUWL¿FDWLRQDV1DWLRQDOO\5HJLVWHUHG3DUDPHGLFV$OO3DUDPHGLF$FDGHP\&ODVV
JUDGXDWHVUHFHLYHGDSSURYDOIURPWKH6WDWH2I¿FHRI(PHUJHQF\0HGLFDO6HUYLFHVIRUHQWU\LQWRWKH¿HOGFHUWL¿FDWLRQ
process to become Delaware paramedics.
• Completed the largest number of promotions to be conducted in the history of the Emergency Medical Services
'LYLVLRQ7HQSHUVRQQHOZHUHSURPRWHGLQ-DQXDU\ZLWKDQRWKHUHLJKWSHUVRQQHOEHLQJUHFRJQL]HGIRUSURPRWLRQ
in January 2016.
• Graduated four members of the EMS Division staff from the Command and Leadership Academy hosted by the New
Jersey Association of Chiefs of Police.
• Successful completion of the requirements for re-accreditation by the Commission on Accreditation of Ambulance
6HUYLFHV&$$61HZ&DVWOH&RXQW\(06UHFHLYHGDSHUIHFWVFRUHRQWKHVLWHYLVLWDVVHVVPHQWDQGZDVDXWKRUL]HG
IRUDIXOOWKUHH\HDUUHQHZDORIWKHLUQDWLRQDODFFUHGLWDWLRQ&$$6DFFUHGLWDWLRQYHUL¿HVWKDWWKH1HZ&DVWOH&RXQW\
Paramedics are compliant with over 100 standards deemed essential to a modern emergency medical service. The
accreditation is considered the “gold standard” for an EMS agency.
184
Emergency Medical Services (Paramedics) (Continued)
• Complete the 2nd Paramedic Academy Class in a contractual arrangement with the Good Fellowship EMS Training
,QVWLWXWHLQ:HVW&KHVWHU3$7KH3DUDPHGLF$FDGHP\&ODVVLVQHHGHGWR¿OOYDFDQFLHVWKDWKDYHRFFXUUHGRYHUWKH
past year.
• &RQWLQXHWKHUHSODFHPHQWRIWKH0+]PRELOHUDGLRVXWLOL]HGE\WKH1HZ&DVWOH&RXQW\3DUDPHGLFVDVDFRPSRQHQW
of the Emergency Communications Division replacement of
radios in the Department of Public Safety. The existing radios
are no longer being supported and will eventually be rendered
unable to function within the Delaware radio system.
• Continue to replace the soft body armor issued to paramedics.
The soft body armor manufacturers will only warranty the
SHUIRUPDQFH RI WKH SURWHFWLYH HTXLSPHQW IRU ¿YH \HDUV
The replacement of EMS Division body armor is similar to
the replacement plan performed in the Division of Police, and
XVHVWKHVDPH&RXQW\ELGVSHFL¿FDWLRQVDQGYHQGRU
• Maintain professional development opportunities within the
Emergency Medical Services Division through access to staff
and leadership development programs. Increased training and
leadership development is needed for personnel preparing for
potential promotion and progressive responsibility within the
paramedic service. The continuation of resources for training
are an essential component of the EMS Division succession
plan.
1HZ&DVWOH&RXQW\(06FHOHEUDWHGWKHJUDGXDWLRQRIWKHLU¿UVW3DUDPHGLF$FDGHP\&ODVVDWWKH&KDVH&HQWHURQWKH
5LYHUIURQW7KH3DUDPHGLF$FDGHP\&ODVVZDVFRPSOHWHGWKURXJKDFRQWUDFWXDODUUDQJHPHQWZLWKWKH*RRG)HOORZVKLS
(067UDLQLQJ,QVWLWXWHLQ:HVW&KHVWHU3$7KHLQLWLDWLYHSURYLGHG1HZ&DVWOH&RXQW\(06ZLWKWKHFDSDFLW\WRHQUROO
HQRXJKHQWU\OHYHOSHUVRQQHOWR¿OODOOYDFDQFLHVZLWKLQWKHSDUDPHGLFVHUYLFH7KHFODVVDOVRVHUYHGWRLPSURYHWKH
GLYHUVLW\RIWKHSDUDPHGLFVHUYLFHDQGLQFOXGHGVHYHUDOPHPEHUVZLWK$UPHG)RUFHVVHUYLFHH[SHULHQFH
185
• ,PSURYHKRPHODQGVHFXULW\DQGPDMRULQFLGHQW(06FRQWLQJHQF\SODQVWKURXJKXWLOL]DWLRQRIWUDLQLQJHTXLSPHQW
personal protective equipment, vehicles and participation in exercises that are supported through federal funding.
• &RQWLQXHG IXO¿OOPHQW RI WKH UHTXLUHPHQWV WR PDLQWDLQ WKH QDWLRQDO DFFUHGLWDWLRQ E\ WKH 1HZ &DVWOH &RXQW\ (06
Division. New Castle County EMS successfully achieved renewal of their accreditation from the Commission on
Accreditation of Ambulance Services (CAAS) through calendar year 2018.
• &RQVROLGDWLRQ DQG UHRUJDQL]DWLRQ RI WKH PHGLFDO HTXLSPHQW FDUULHG E\ WKH 1HZ &DVWOH &RXQW\ 3DUDPHGLFV WR WKH
SDWLHQW¶V VLGH 7KH (06 'LYLVLRQ (TXLSPHQW 6WDQGDUGL]DWLRQ:RUN *URXS LV ¿HOG WHVWLQJ QHZ PHGLFDO EDJV WKDW
ZRXOGUHGXFHWKHWRWDOZHLJKWEHLQJFDUULHGE\HDFKSDUDPHGLFDQGSRWHQWLDOO\UHGXFHZRUNSODFHLQMXULHVDWWULEXWHG
to lifting medical equipment.
• Work with the Emergency Communications Division to implement the “Pulsepoint” application in New Castle County.
3XOVHSRLQWLVDIUHHVPDUWSKRQHDSSOLFDWLRQWKDWQRWL¿HVUHJLVWHUHGXVHUVZLWK&35WUDLQLQJLQWKHDUHDRIDSRWHQWLDO
cardiac arrest situation. The New Castle County Recorder of Deeds has approved funding of the initial implementation
and annual licensing cost through the Recorder of Deeds Technology Fund.
• Improved GPS/AVL System: Improve the current GPS/AVL system to provide unit recommendations via most
DSSURSULDWHURXWHRIWUDYHOUDWKHUWKDQ³DVWKHFURZÀLHV´FDOFXODWLRQV,PSURYHLQIRUPDWLRQDYDLODEOHWRWKH¿HOG
EMS units to include automatic route recommendations with turn-by-turn directions, based on the current location of
WKHYHKLFOH,GHDOO\WKHDXWRPDWLFURXWLQJUHFRPPHQGDWLRQVZRXOGLQFOXGHFRQVLGHUDWLRQRIFXUUHQWWUDI¿FFRQGLWLRQV
WKURXJKGDWDIURPWKHVWDWH7UDI¿F0DQDJHPHQW&HQWHU
• Implement simulation based planning software: Implementation of computer program to provide simulation based
PRGHOLQJIRURSHUDWLRQDOSODQQLQJWRH[DPLQHSRWHQWLDOEHQH¿WVWRYDULRXV(06GHSOR\PHQWRSWLRQV7KHWRROZRXOG
provide simulated real time activities to permit
the EMS Division to accurately plan for and
accommodate the future impact of geographical
growth, road network changes, special events
and other resourcing demands.
• Implementation of real time decision support for
resource allocation to the emergency dispatch
center: Implementation and integration of a
computer system that will calculate deployment
recommendations to the dispatch center that
LQFOXGHFRQVLGHUDWLRQRIUHDOWLPHWUDI¿FÀRZV
availability and location of emergency vehicles
DQGFXUUHQWFDOOGHPDQGLQVSHFL¿FJHRJUDSKLF
ORFDWLRQV 7KH FRPSXWHUL]HG DQDO\WLFDO WRRO
would enable the dispatch center to make the
best use of available EMS resources on a “real
time” basis.
-XO\ 1HZ &DVWOH &RXQW\ 3DUDPHGLFV ZRUN ZLWK
:LOPLQJWRQ )LUH 'HSDUWPHQW DQG :LOPLQJWRQ 3ROLFH 'HSDUWPHQW
SHUVRQQHODWWKHVFHQHRIDIDWDOPRWRUYHKLFOHFROOLVLRQLQWKH
EORFNRI'HODZDUH$YHQXHLQ:LOPLQJWRQ
186
EMS Annual Paramedic Responses
Calendar Years 2010 - 2016
Thousands
50,000
40,000
30,000
34,805
35,905
35,335
2010
2011
2012
40,770
38,132
41,548
2014
2015
43,210
20,000
10,000
0
2013
2016*
*Projected Total
Quantitative
1XPEHURISHUVRQVWUDLQHGRUUHFHUWL¿HGLQ&35E\WKH
EMS Division
Annual Paramedic service incidents
Qualitative
Patient satisfaction rate for paramedic service
EMS supervisor response to locations as a percentage
of total responses to perform quality assurance audit
2015
Actual
2016
Estimated
2017
Projected
1,268
900
900
31,796
33,068
34,391
99.0%
99.0%
99.0%
10.0%
10.0%
10.0%
are in personal service costs ($2,260,326), communication and utilities ($11,230), materials and supplies ($88,000), and
contractual services ($94,113).
Expenditure
Full-Time Positions
2015
Actual
2016
Estimated
2017
Budget
$16,809,703
124
$17,162,686
124
$18,299,814
124
187
7KHPLVVLRQRIWKH1HZ&DVWOH&RXQW\2I¿FHRI(PHUJHQF\0DQDJHPHQW2(0LVWRGLUHFWWKHFRRUGLQDWLRQDQG
education of emergency planning, mitigation, response, and recovery from natural and technological disasters that could
DIIHFWWKHFLWL]HQVRI1HZ&DVWOH&RXQW\7KURXJKH[WHQVLYHFRRSHUDWLRQEHWZHHQWKH1HZ&DVWOH&RXQW\2(0&RXQW\
GHSDUWPHQWVWKHORFDOPXQLFLSDOLWLHV6WDWHDJHQFLHVSULYDWHSDUWQHUVDQGFLWL]HQYROXQWHHUJURXSV2(0SURYLGHVSURSHU
emergency management plans, continuity of government plans, and preparedness training, which will help build stronger
communities.
• EOC Activations:
- 1/26-1/27: PARTIAL ACTIVATION – WINTER STORM JUNO - OEM monitored a storm forecasted for
Sunday night through Tuesday (Winter Storm Juno). EOC was PARTIALLY ACTIVATED at 6pm, Monday,
ZLWK2(0VWDIIDQGUHSUHVHQWDWLYHVIURP6SHFLDO6HUYLFHVDQGPDLQWDLQHGFRQWDFWZLWK3ROLFH(06
and 911 through their Lieutenants. No issues were reported. The EOC was deactivated at midnight.
- 2/13-2/17: OEM staff monitored multiple arctic outbreaks and snow events forecasted for Feb 13 - Feb 19. On
)HE:LQGVDQG3RZHU2XWDJHV$FFXPXODWLQJ6QRZIRU)HEZLWK1&&2I¿FHVFORVHGRQWK
- 2(0VWDIIFRQWLQXHGWRPRQLWRUWKH:LQWHU:HDWKHU$GYLVRU\IRU6QRZ6OHHW)UHH]LQJ5DLQ5DLQDQG
then Snow forecasted for the period 3/3-3/5. NCC EOC was activated at 4am on 3/5, with limited OEM staff.
6QRZIDOODPRXQWVUDQJLQJIURPLQFKHVZHUHIRUHFDVWHGIRU1&&1&&RI¿FHVZHUHFORVHGRQ1&&
(2&GHDFWLYDWHGDWSPRQ1&&RI¿FHVRSHQHGDWDPRQ
- 7/9-7/11: Partial EOC Activation the evening of 7/9 through early morning on 7/10 included Coordinator
Carpenter, Planner Cochran, and EA Ferris – OEM monitored a severe storm where a funnel cloud was reported
near the Mobile Home Village and Apartments and the Delaware River Industrial Park in New Castle. NWS
FRQ¿UPHG WKDW WKH VWRUP ZDV DQ () WRUQDGR 2(0 VWDII VXSSRUWHG DUHD ¿UH FRPSDQLHV LQ WKH UHVSRQVH
assessing damage, contacting Red Cross, DEMA, and other agencies, and taking care of approx. 50 displaced
residents who were taken to the shelter opened at William Penn High School. Planner Scott continued efforts on
Friday, 7/10, evaluating the shelter operations, performing a site survey for NWS, and handling media inquiries
DQGHVFRUWLQJ&RXQW\RI¿FLDOVDORQJZLWKGHWHUPLQLQJWKHVWDWXVRIFRQWLQXHGSRZHURXWDJHV(IIRUWVFRQWLQXHG
on Saturday morning, 7/11, when the shelter was closed. Follow up was conducted on 7/16 with DHSS, NCC
Community Services, Red Cross and OEM to discuss long-term housing assistance options.
• Exercises Participated/Coordinated:
- 3/19: Division of Public Health Points of Distribution (POD) Exercise for Antibiotics
- 4/23: City of Wilmington OEM Points of Distribution exercise held at Frawley Stadium
- 4/28: REP Medical Dress Rehearsal
- 4/29: Federally Evaluated MS-1 Exercise was conducted at the Wilmington Hospital
- 5/18: Delaware DPH 2015 Healthcare Facility Evacuation Tabletop Exercise held at Dover Downs
- 6/25: Philadelphia Executive Board annual interagency continuity tabletop exercise, Liberty Down 15
- 6/30: Resource Request tabletop exercise at DEMA
- 6/30: NCC Airport Tabletop/Plan Review at the New Castle County Airport
- 7/1: Chester County/Kennett Square Rail Incident Tabletop Exercise
- 1HZDUN¶V3DVVHQJHU5DLO&DU7DEOHWRS([HUFLVH
- 'HODZDUH'HSDUWPHQWRI$JULFXOWXUH$YLDQ,QÀXHQ]D7DEOHWRS([HUFLVH
- 9/15: Nemours / A. I. duPont Hospital for Children Mock Code Delta Exercise
188
Emergency Management (Continued)
¥ Fiscal 2016 Major Service Level Accomplishments (Continued)
• Exercises Participated/Coordinated (Continued):
- 9/17: Resource Request Functional EOC Exercise with DEMA
- 10/17: Amateur Radio Delaware Simulated Emergency Test with the NCC EOC
- )XOO6FDOH&\EHU6HFXULW\([HUFLVHDQGWKH'HODZDUH&LW\&$(5JURXS¶VDQQXDOH[HUFLVH
- 11/9: Delaware State and Local Civil Unrest Workshop
- 11/17: First State Association of Contingency Planners Pandemic Tabletop Exercise
- 11/19: CAP Communications Effectiveness
- 3DQGHPLF,QÀXHQ]D7DEOHWRS([HUFLVHZLWK$SSRTXLQLPLQN6FKRRO'LVWULFW
• Outreach Events:
- Assisted with the Boy Scouts Merit Badge College program and full scale exercise.
- Planner Scott participated in the Hurricane and Preparedness Symposium for People with Disabilities, Caregivers
DQG6HUYLFH3URYLGHUVKHOGDWWKH8QLYHUVLW\RI'HODZDUH¶V67$5&HQWHU
- 2(0 VWDII SDUWLFLSDWHG LQ WKH QG$QQXDO +XUULFDQH )DLU DW$ , GX3RQW &KLOGUHQ¶V +RVSLWDO DQG SURYLGHG
emergency preparedness brochures and handouts to 500+ people who visited our table display.
- OEM participated in the National Night Out at Glasgow Park, and provided emergency preparedness brochures
and handouts to approximately 200 people who visited our table display.
- OEM staff participated in the Emergency Preparedness Night at the Blue Rocks, and provided emergency
preparedness brochures and handouts to approximately 200 people who visited our display table. NCC OEM,
:LOPLQJWRQ2(0DQG'HODZDUH&LWL]HQ&RUSVFRVSRQVRUHGWKLVHYHQW&RRUGLQDWRU&DUSHQWHUSUHVHQWHGDQ
DZDUGWR%RE*HRUJHRQKLVUHWLUHPHQWDVWKH'HODZDUH&LWL]HQ&RUSV3URJUDP0DQDJHU
- Three (3) Basic CERT Trainings and One (1) Advanced CERT Training were held with a total attendance of 77
FLWL]HQV
• Respond directly or through coordination to 100% of threats or incidents in a timely manner.
• 3ODQDQGFRQGXFWH[HUFLVHVXQGHUWKH6WDWH¶VWKUHH\HDUSODQDQGRWKHUUHVSRQVHUHFRYHU\H[HUFLVHV
• Revise and implement the NCC Continuity of Operations Plan (COOP).
• 5HYLHZDQGUHYLVH1&&IDFLOLW\HYDFXDWLRQSODQVIRUPDMRUIDFLOLWLHVDQGVDWHOOLWHVLWHV&RQGXFWWHVWVRIHDFK
facility evacuation plan, and conduct 2 full evacuations of each facility.
• Review and coordinate 10 plans for businesses.
• Integrate more GIS into Emergency Planning.
• &RQGXFWRXWUHDFKSUHVHQWDWLRQV&LWL]HQV&RUSVWUDLQLQJSURJUDPV&RXQW\HPSOR\HHWUDLQLQJVHVVLRQVDQG
recruit 100 new disaster volunteers.
• Ensure NIMS Compliance throughout County Services.
• 8SGDWHWKH&RPPXQLW\5DWLQJ6\VWHP&ODVVVXEPLWWDOZLWKWKH,QVXUDQFH6HUYLFHV2I¿FH
• Continue the process for EM Accreditation.
• Respond to all requests for emergency assistance within 1 hour.
• Ensure all evacuees are provided temporary housing within 3 days.
• Implementing a new Planning Software and a new Incident Management System for EOC.
• Incorporation of future CAD into emergency management & GIS applications.
189
Emergency Management (Continued)
Photo to the left: Mill Creek Fire, NCC
EMS, NCC 911, NCC OEM, DSP,
SEPTA and AMTRAK all participated
in simulated Mass Casualty Drill on the
regional commuter station at Fair Play/
Delaware Park held on Oct. 5th, after
training was held on Sept. 21st.
Photo courtesy of SEPTA Public Affairs
Expenditure
Full-Time Positions
2015
Actual
2016
Estimated
2017
Budget
$0*
6*
$0*
6*
$427,490
6
*Funding transferred to grants fund.
Quantitative
1XPEHURIDXGLWVRIKD]DUGRXVPDWHULDOIDFLOLW\SODQV
9HULI\VWDWXVRIVSHFLDOSRSXODWLRQVLQWKHWHQPLOHSODQQLQJ]RQHIRU
the Salem Hope Creek Nuclear Power Plan (New Jersey)
Revise emergency operations/response plans and manuals
Conduct outreach presentations for communities, employers and
YROXQWHHURUJDQL]DWLRQV
Participate, lead or plan emergency exercises and/or drills
Recruit and retain Disaster volunteers (CERT, VIPS, Disaster
Assessment, Comm. Corps)
2015
Actual
2016
Estimated
2017
Projected
10
32
24
39
33
35
17
15
20
38
25
30
9
8
8
175
77
92
Total Emergency Management Funding Sources
New Castle County
Federal
Salem Nuclear Plant (PSE&G)
TOTAL
190
$427,490
335,000
41,900
$804,390
Grants to Fire Companies
3URYLGHDQQXDOIXQGLQJWRYROXQWHHU¿UHGHSDUWPHQWVDQGWHQVXEVWDWLRQVDVDJUDQWIRUWKHSURYLVLRQRI¿UH
rescue, water rescue, and basic life support services.
• Provide funding for special operations units (Policy I-#4).
• $VVLVWWKHYROXQWHHU¿UHFRPSDQLHVLQSURYLGLQJTXDOLW\¿UHSURWHFWLRQHPHUJHQF\PHGLFDOVHUYLFHVDQGUHVFXHVHUYLFHV
to residents in the unincorporated area of New Castle County (Policy I-#2, #4).
7KH*UDQWVWR)LUH&RPSDQLHV¶RSHUDWLQJEXGJHWLV
Funding Allocation Per Service
Fire Protection
$57,255
Ambulance Service
$80,661
Rescue Service
$28,678
Rescue Boats
$22,882
Expenditure
2015
Actual
2016
Estimated
2017
Budget
$4,235,430
$4,125,966
$4,253,949
191
Grants to Fire Companies (Continued)
FY2017 Annual Fire Service Allocation for Fire Companies
Company
Aetna
Fire
Ambulance
Rescue
Rescue Boat
Total
$229,016
$80,661
$28,678
$0
$338,355
57,254
80,661
28,678
0
166,593
Christiana
171,766
80,661
28,678
0
281,105
Claymont
114,508
80,661
28,678
0
223,849
Cranston Heights
57,255
80,661
28,678
0
166,594
Delaware City
57,255
80,661
28,678
22,882
189,476
Elsmere
57,255
80,661
28,678
0
166,594
Five Points
57,255
80,661
28,678
0
166,594
Goodwill
57,255
80,661
28,678
22,882
189,476
Hockessin
57,255
80,661
28,678
0
166,594
Holloway Terrace
57,255
80,661
28,678
22,882
189,476
Mill Creek
114,508
80,661
28,678
0
223,847
Minquadale
57,255
80,661
28,678
0
166,594
Minquas
57,255
80,661
28,678
22,882
189,476
114,508
80,661
28,678
0
223,847
Talleyville
57,255
80,661
28,678
0
166,594
Townsend
57,255
80,661
28,678
0
166,594
Volunteer Hose
114,508
80,661
28,678
0
223,847
Wilmington Manor
114,508
80,661
28,678
0
223,847
Port Penn
57,255
80,661
28,678
22,882
189,476
Belvedere
57,255
80,663
28,678
0
166,596
$1,774,891
$1,693,883
$602,238
$114,410
$4,185,422
0
0
$28,428
0
28,428
13,500
0
0
26,599
0
0
0
0
13,500
26,599
$1,788,391
$1,720,482
$630,666
$114,410
$4,253,949
Brandywine
Odessa
SUB-TOTAL
Special Operations
Comm. Support-Red Phones
I/S Support CDMA Cost-BLS MDT
GRAND TOTAL
192
(inMillions)
COUNTYCOUNCIL
$3.7
Legislation
Audit
COUNTYEXECUTIVE
$2.5
DirectionandControl
$21.2
Law
RiskManagement
Finance
HumanResources
ROWOFFICES
$6.9
$64.1
Administration
FleetOperations
PropertyMaintenance
ConstructionSupport
SewerMaintenance
PlantOperations
Engineering
DEPARTMENTOFLANDUSE
$13.8
Administration
Planning
Licensing
$20.0
Administration
CommunityResources
CarouselPark
Libraries
$98.1
Administration
PoliceOperations
EmergencyManagement
YouAre
Here
ANDETHICSCOMMISSION
$37.1
Program Summaries Debt Service
Ŷ Budget Highlights
The County debt service budget of $35,468,964 is $577,239 less than the FY2016 appropriations. During Fiscal
Year 2017, debt service expenditures will be incurred by the General Fund ($17,504,086), and Sewer Fund ($17,964,878)
which includes State Loans ($183,332).
Debt Management
Bond Ratings: Fitch, Inc. “AAA”, Moody’s “Aaa”, Standard & Poor’s “AAA”
Concentrated efforts have been made to maintain the AAA ratings for the County’s general obligation bonds through
LQQRYDWLRQVLQ¿QDQFLDODQGGHEWDGPLQLVWUDWLRQ2Q-DQXDU\)LWFKDQG0RRG\¶VDI¿UPHG1HZ&DVWOH&RXQW\¶V
$$$$DDUDWLQJV2Q-DQXDU\6WDQGDUG3RRU¶VDI¿UPHGWKH$$$UDWLQJWR1HZ&DVWOH&RXQW\$WWDLQLQJWKH
WRSERQGUDWLQJIURPDOOWKUHHUDWLQJDJHQFLHVUHÀHFWVWKH&RXQW\¶VVWURQJ¿QDQFLDOPDQDJHPHQWDQGSODQQLQJFDSDELOLWLHV
and the quality of its elected and administrative leadership, as well as its activity, wealth and social characteristics. These
high-grade ratings will reduce the cost of raising capital for County projects and will result in a substantial savings for
WKH&RXQW\WD[SD\HUV7KH&RXQW\ZLOOFRQWLQXHWRVHHNZD\VWRPDLQWDLQWKHVHUDWLQJVVRDVWRSURYLGHWKH¿QHVWTXDOLW\
services and lowest cost.
Legal Debt Margin
Title 9 of the Delaware Code Section 1163(a)(7) establishes a debt ceiling of three percent of the assessed value of
taxable real estate, excluding debt for certain special assessments and enterprise funds.
7KH&RXQW\KDVWUDGLWLRQDOO\PDGHSUXGHQWXVHRILWVGHEWDXWKRULW\%DVHGRQWKHFHUWL¿HG$SULODVVHVVHG
WD[DEOHYDOXHWKHWKUHHSHUFHQWGHEWOLPLWZRXOGSHUPLWLQGHEWDVRI-XO\7KHDPRXQWRIRXWVWDQGLQJ
debt applicable to the three percent debt limit is $153,159,549. There is an additional $248,696,867 of enterprise fund debt
outstanding not subject to the debt limit in accordance with Title 9 of the Delaware Code. This includes the $1,911,416
Revolving Fund Loan payable to the State of Delaware for Sewer and Stormwater projects.
The following table presents the County’s debt position as a percent of assessed taxable value:
Percent
Type
Outstanding
Debt
Assessed
Taxable Value
Currently
Allowable
Subject to Debt Margin
$153,159,549
$18.8 Billion
0.8%
3.0%
All Debt*
$399,945,000
$18.8 Billion
2.1%
N/A
*Does not include $1,911,416 for a Revolving Fund Loan payable to the State of Delaware for sewer and stormwater projects.
195
Ŷ Debt Management (Continued)
$FWLYHGHEWPDQDJHPHQWSURYLGHV¿VFDODGYDQWDJHVWRWKHFLWL]HQVRIWKH&RXQW\2YHUXVHRIGHEWSODFHVDEXUGHQ
RQ WKH ¿QDQFLDO UHVRXUFHV RI WKH &RXQW\ DQG LWV WD[SD\HUV 7KH IROORZLQJ OHJLVODWLYH IXQGDPHQWDOV DQG DGPLQLVWUDWLYH
JXLGHOLQHVSURYLGHDIUDPHZRUNDQGOLPLWRQGHEWXWLOL]DWLRQ
(1)
Debt shall not exceed 3 percent of taxable assessed valuation (Legislative)...
Net Bonded Debt
As a Percent of Assessed Value Shall Not Exceed 3%
Fiscal 2017 - 0.8%
Fiscal 2016 - 0.9%
3.5
3.0
Fiscal 2015 - 0.9%
2.5
2.0
1.5
1.0
1.0
1.0
0.9
0.9
0.8
0.5
0.0
2013
2014
2015
Actual
2016
2017
Fiscal Year
Policy
1HWGLUHFWGHEWVKDOOQRWH[FHHGSHUFDSLWD$GPLQLVWUDWLYH
Net Direct Debt Per Capita Shall Not Exceed $400
Fiscal 2017 - $291
$500
Fiscal 2016 - $296
$400
Fiscal 2015 - $294
$300
$335
$322
$296
$294
$291
$200
$100
$0
2013
2014
2015
Actual
(3)
2016
2017
Fiscal Year
Policy
Debt principal to be retired in 10 years shall not fall below 49.2% (Administrative)...
10 Year Debt Principal Retirement Shall Not Fall
below 49.2%
Fiscal 2017 - 49.6%
75%
Fiscal 2016 - 46.8%
65%
Fiscal 2015 - 53.1%
55%
45%
35%
25%
52.0%
51.0%
53.1%
46.8%
2013
2014
2015
2016
Actual
196
Policy
49.6%
2017
Fiscal Year
Performance Measures (Continued)
2YHUDOOSHUFDSLWDGHEWGLUHFWSOXVRYHUODSSLQJVKDOOQRWH[FHHGWKH
PHGLDQIRUVLPLODUVL]HGFRXQWLHV$GPLQLVWUDWLYH
Overall Per Capita Debt NTE $1,025
Fiscal 2017 - $570
$1,200
Fiscal 2016 - $627
$1,000
Fiscal 2015 - $601
$800
$600
$657
$639
$627
$601
$570
$400
$200
$0
2013
2014
2015
Actual
(5)
2016
2017
Fiscal Year
Policy
Annual debt service requirements shall not exceed 15% for the General Fund
DQGIRUWKH6HZHU)XQG.H\)LQDQFLDO3ROLF\OLPLWDWLRQV/HJLVODWLYH
Debt service as a percentage of the General and Sewer Funds is as follows for
WKH)LVFDO<HDUVWKURXJK2SHUDWLQJ%XGJHWV
General Fund Debt Service Limit of 15%
Fiscal 2017 - 9.5%
20%
Fiscal 2016 - 10.1%
15%
Fiscal 2015 - 11.8%
13.9%
11.9%
11.8%
10%
10.1%
9.5%
5%
0%
2013
2014
2015
Actual
2016
2017
Fiscal Year
Policy
Sewer Fund Debt Service Limit of 20%
30%
Fiscal 2017 - 24.6%*
25%
Fiscal 2016 - 25.2%*
20%
Fiscal 2015 - 26.2%*
15%
10%
5%
0%
24.2%
25.9%
26.2%
25.2%
2013
2014
2015
2016
Actual
Policy
24.6%
2017
Fiscal Year
* Includes federal mandated sewer rehabilitation in Brandywine Hundred.
197
Debt Service as a Percentage of the Operating Budget
1HZ&DVWOH&RXQW\¶VGHEWVHUYLFHIXQGLQJLQWKH2SHUDWLQJ%XGJHWIRUWKHSDVWIRXU\HDUVDQGWKHFXUUHQW\HDUDVD
SHUFHQWDJHRIWKH2SHUDWLQJ%XGJHWLVSUHVHQWHGLQWKHIROORZLQJFKDUW
New Castle County
Debt Service as a Percentage of the Operating Budget
Fiscal Years 2013 through 2017
100%
90%
16.7%
15.8%
15.4%
14.0%
13.3%
83.3%
84.2%
84.6%
86.0%
86.7%
2013
2014
2015
2016
2017
80%
70%
60%
50%
40%
30%
20%
10%
0%
Budget Other Than Debt
Debt Service
Maximum % Per
KFP #2
% For
FY2017
General Fund
15%
9.5%
Sewer Fund (G.O. Bond)*
20%
24.4%
Sewer Fund (All Debt)*
20%
24.6%
* Includes federal mandated sewer rehabilitation in Brandywine Hundred.
198
Debt Service as a Percentage of the Operating Budget (Continued)
3UHVHQWHGEHORZLVWKHH[LVWLQJDQGSURSRVHGGHEWVHUYLFHDVDSHUFHQWDJHRIWKHRSHUDWLQJEXGJHWIRU)LVFDO<HDUV
2007 to 2026. The County anticipates future debt offerings of $70 million in FY2017 and FY2019, then $50 million every
other year thereafter. In addition, the operating budget is estimated to grow at 3% annually beginning in FY2018. The trend
for the County’s existing principal and interest payments shows an overall decline between FY2019 and FY2026.
Existing and Proposed Debt Service
As a Percentage of the Operating Budget
Millions
50.0
18%
16.7%
15.8%
15.6%
15.4%
16%
14.9%
14.4% 14.3%
14.1%
14.0%
14.2%
14%
13.3%
13.2%13.6%13.3%13.8%
12.8%
13.0%
12.5%
45.0
40.0
35.0
30.0
11.3%
12%
9.6%
10%
25.0
8%
20.0
6%
15.0
4%
10.0
2%
5.0
0.0
0%
7
8
9
10
Fiscal Years
11
12
13
14
15
16
Existing Debt Service
17
18
19
20
21
22
23
24
25
26
Proposed Debt Service
199
General Obligation Bonds
All outstanding bonds are general obligations of the County. The full faith and credit of the County are pledged for
the payment of the principal and interest on the Bonds. The payment of principal and interest on general obligations of the
County is made pursuant to appropriations by the County Council. The County has always paid principal and interest on its
GHEWREOLJDWLRQVLQDWLPHO\PDQQHU7KH&RXQW\JRYHUQPHQWLVDXWKRUL]HGWROHY\RQDOOUHDOSURSHUW\WD[DEOHE\WKH&RXQW\
such ad valorem taxes as may be necessary to pay bonds and the interest thereon without limitation as to rate or amount
except that, as provided in Title 9, Delaware Code Sec. 8002, when any total reassessment of taxable properties within
WKH&RXQW\EHFRPHVHIIHFWLYHWKH&RXQW\SURSHUW\WD[UDWHOHYLHGIRUWKHLPPHGLDWHO\HQVXLQJ¿VFDO\HDUPD\QRW\LHOG
property tax revenues greater than 15% in excess of the total County property tax revenues imposed for the immediately
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The following schedules present the County’s debt service requirements:
Schedule #1 - Presents the FY2017 debt service requirements by debt issues;
Schedule #2 - Presents the total debt service requirements for outstanding General Obligation Bonds of
the County;
Schedule #3 - Presents the debt service requirements for outstanding General Obligation Bonds regulated
by the 3% debt restrictions;
Schedule #4 - Presents the outstanding debt service requirements for the Sewer Fund, including the State
Revolving Loan, not restricted by the 3% debt limit;
Schedule #5 - Presents the debt service requirements for outstanding General Obligation Bonds for the
Sewer Fund not restricted by the 3% debt limit;
Schedule #6 - Presents the debt service requirements for the outstanding State Revolving Loan for the
Sewer Fund for Bridleshire Farms/Belltown not restricted by the 3% debt limit;
Schedule #7 - Presents the debt service requirements for the outstanding State Revolving Loan for the
Sewer Fund for stormwater basins not restricted by the 3% debt limit.
200
Schedule #1
FY2017 Debt Service Requirements
By Issue
Existing Debt
Original
Issue
Outstanding
7/1/2016
FY2017
Principal
FY2017
Interest
FY2017
Total P/I
GENERAL FUND:
2002 General Obligation
$
21,377,400.00
$
507,200.00
$
$
10,650.15
2007A General Obligation
55,086,875.00
31,687,682.50
7,286,724.00
15,580,000.00
9,550,000.00
7,500,000.00
7,500,000.00
11,260,000.00
10,025,000.00
2012B General Obligation
45,195,000.00
45,195,000.00
2012C General Obligation
(Taxable)
5,250,000.00
2,275,000.00
63,395,000.00
63,395,000.00
$ 256,331,957.50
$ 153,159,549.00
$ 10,937,584.51
$
6,566,500.18
$
$
$
$
2,579.85
2010B RZEDB General
Obligation
TOTAL General Fund
7,425,625.00
507,200.00
$
517,850.15
1,985,000.00
270,010.94
2,255,010.94
1,870,384.51
278,808.89
2,149,193.40
432,625.00
2,227,625.00
314,355.20
314,355.20
338,875.00
773,875.00
2,070,000.00
1,837,100.00
3,907,100.00
2,275,000.00
11,375.00
2,286,375.00
3,072,700.00
3,072,700.00
1,795,000.00
-
435,000.00
-
$ 17,504,084.69
SEWER FUND
5,177,600.00
122,800.00
122,800.00
$
125,379.85
38,478,125.00
8,934,375.00
2,270,000.00
327,926.56
2,597,926.56
75,417,317.50
3,343,276.00
659,615.50
130,491.11
790,106.61
24,440,000.00
16,245,000.00
743,250.00
3,113,250.00
2010B RZEDB General
Obligation
43,410,000.00
43,410,000.00
2,086,282.30
2,086,282.30
48,455,000.00
45,550,000.00
1,587,675.00
2,612,675.00
2012B General Obligation
2,660,000.00
2,660,000.00
90,000.00
90,150.00
180,150.00
2012C General Obligation
(Taxable)
2,610,000.00
225,000.00
225,000.00
1,125.00
226,125.00
6,049,650.00
6,049,650.00
126,295,000.00
2,370,000.00
-
1,025,000.00
126,295,000.00
-
SUB-TOTAL Sewer Fund
$ 366,943,042.50
$ 246,785,451.00
$
6,762,415.50
State Revolving Loan
Bridleshire Farms &
Belltown Sewer Upgrade
$
$
$
97,408.14
Stormwater Basin
2,098,637.75
1,685,737.02
410,000.00
225,678.56
TOTAL Sewer Fund incl. SRF
$ 369,451,680.25
$ 248,696,866.58
$
TOTAL ALL FUNDS
$ 625,783,637.75
$ 401,856,415.58
$ 11,019,129.82
$ 17,781,545.32
$
$
33,230.12
130,638.26
48,418.91
4,272.69
52,691.60
6,908,242.55
$ 11,056,632.63
$ 17,964,875.18
$ 17,845,827.06
$ 17,623,132.81
$ 35,468,959.87
201
Schedule #2
Debt Service Requirements
TOTAL ALL FUNDS
Fiscal Year
Ending June 30
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
TOTAL
FUND
General
Sewer
TOTAL
202
Principal
$
17,845,827.05
19,673,758.17
21,501,748.22
19,824,798.35
18,926,564.00
19,817,599.18
20,779,761.92
21,696,968.14
19,409,218.70
20,216,514.49
21,103,856.44
17,326,245.45
11,848,682.48
12,291,168.50
11,198,704.49
10,790,000.00
11,175,000.00
10,820,000.00
11,285,000.00
11,785,000.00
10,505,000.00
10,960,000.00
11,435,000.00
11,905,000.00
7,850,000.00
5,160,000.00
5,385,000.00
2,960,000.00
3,110,000.00
3,270,000.00
Total Principal
and Interest
Interest
$
17,623,132.81
16,838,969.30
15,931,936.84
14,995,871.18
14,067,402.78
13,127,155.68
12,163,138.64
11,228,610.07
10,366,402.46
9,526,553.82
8,605,769.42
7,695,971.21
7,029,614.58
6,537,004.96
6,068,841.37
5,630,293.45
5,193,122.35
4,716,431.25
4,196,745.05
3,646,626.20
3,109,574.70
2,593,971.80
2,061,554.95
1,533,774.05
1,096,816.60
808,100.00
582,350.00
393,000.00
241,250.00
81,750.00
$
35,468,959.86
36,512,727.47
37,433,685.06
34,820,669.53
32,993,966.78
32,944,754.86
32,942,900.56
32,925,578.21
29,775,621.16
29,743,068.31
29,709,625.86
25,022,216.66
18,878,297.06
18,828,173.46
17,267,545.86
16,420,293.45
16,368,122.35
15,536,431.25
15,481,745.05
15,431,626.20
13,614,574.70
13,553,971.80
13,496,554.95
13,438,774.05
8,946,816.60
5,968,100.00
5,967,350.00
3,353,000.00
3,351,250.00
3,351,750.00
$ 401,856,415.58
$ 207,691,735.52
$ 609,548,151.10
$ 153,159,549.00
248,696,866.58
$ 401,856,415.58
$
$ 200,834,135.83
408,714,015.27
$ 609,548,151.10
47,674,586.83
160,017,148.69
$ 207,691,735.52
Schedule #3
GENERAL FUND
APPLICABLE TO 3% DEBT LIMIT
Fiscal
Year
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
TOTAL
Principal
$
Interest
10,937,584.50
11,959,761.50
12,842,828.00
11,099,375.00
10,470,000.00
10,980,000.00
11,530,000.00
12,070,000.00
10,755,000.00
11,205,000.00
11,705,000.00
7,505,000.00
3,960,000.00
4,115,000.00
2,740,000.00
2,160,000.00
2,245,000.00
1,545,000.00
1,625,000.00
1,710,000.00
$
6,566,500.18
6,097,245.91
5,546,377.89
5,005,463.20
4,483,192.15
3,959,598.45
3,412,116.50
2,883,158.80
2,415,385.50
1,969,211.45
1,474,696.80
1,024,261.60
758,345.60
594,852.00
459,205.80
365,650.00
285,075.00
205,375.00
126,125.00
42,750.00
$ 153,159,549.00
$
47,674,586.83
Total Principal
and Interest
$
17,504,084.68
18,057,007.41
18,389,205.89
16,104,838.20
14,953,192.15
14,939,598.45
14,942,116.50
14,953,158.80
13,170,385.50
13,174,211.45
13,179,696.80
8,529,261.60
4,718,345.60
4,709,852.00
3,199,205.80
2,525,650.00
2,530,075.00
1,750,375.00
1,751,125.00
1,752,750.00
$ 200,834,135.83
203
Schedule #4
All Sewer Fund
NOT APPLICABLE TO 3% DEBT LIMIT
Fiscal Year
Ending June 30
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
TOTAL
204
Principal
$
6,908,242.55
7,713,996.67
8,658,920.22
8,725,423.35
8,456,564.00
8,837,599.18
9,249,761.92
9,626,968.14
8,654,218.70
9,011,514.49
9,398,856.44
9,821,245.45
7,888,682.48
8,176,168.50
8,458,704.49
8,630,000.00
8,930,000.00
9,275,000.00
9,660,000.00
10,075,000.00
10,505,000.00
10,960,000.00
11,435,000.00
11,905,000.00
7,850,000.00
5,160,000.00
5,385,000.00
2,960,000.00
3,110,000.00
3,270,000.00
$ 248,696,866.58
Total Principal
and Interest
Interest
$
11,056,632.63
10,741,723.39
10,385,558.95
9,990,407.98
9,584,210.63
9,167,557.23
8,751,022.14
8,345,451.27
7,951,016.96
7,557,342.37
7,131,072.62
6,671,709.61
6,271,268.98
5,942,152.96
5,609,635.57
5,264,643.45
4,908,047.35
4,511,056.25
4,070,620.05
3,603,876.20
3,109,574.70
2,593,971.80
2,061,554.95
1,533,774.05
1,096,816.60
808,100.00
582,350.00
393,000.00
241,250.00
81,750.00
$ 160,017,148.69
$
17,964,875.18
18,455,720.06
19,044,479.17
18,715,831.33
18,040,774.63
18,005,156.41
18,000,784.06
17,972,419.41
16,605,235.66
16,568,856.86
16,529,929.06
16,492,955.06
14,159,951.46
14,118,321.46
14,068,340.06
13,894,643.45
13,838,047.35
13,786,056.25
13,730,620.05
13,678,876.20
13,614,574.70
13,553,971.80
13,496,554.95
13,438,774.05
8,946,816.60
5,968,100.00
5,967,350.00
3,353,000.00
3,351,250.00
3,351,750.00
$ 408,714,015.27
Schedule #5
Sewer Fund Bonds
Fiscal Year
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
TOTAL
Principal
$
6,762,415.50
7,565,238.50
8,507,172.00
8,570,625.00
8,325,000.00
8,730,000.00
9,140,000.00
9,515,000.00
8,540,000.00
8,895,000.00
9,280,000.00
9,700,000.00
7,765,000.00
8,050,000.00
8,330,000.00
8,630,000.00
8,930,000.00
9,275,000.00
9,660,000.00
10,075,000.00
10,505,000.00
10,960,000.00
11,435,000.00
11,905,000.00
7,850,000.00
5,160,000.00
5,385,000.00
2,960,000.00
3,110,000.00
3,270,000.00
$ 246,785,451.00
Total Principal
and Interest
Interest
$
11,019,129.82
10,707,151.70
10,353,977.31
9,962,395.29
9,558,532.50
9,144,257.30
8,730,145.80
8,326,781.15
7,934,597.40
7,543,218.60
7,119,290.80
6,662,316.80
6,264,313.20
5,937,683.20
5,607,701.80
5,264,643.45
4,908,047.35
4,511,056.25
4,070,620.05
3,603,876.20
3,109,574.70
2,593,971.80
2,061,554.95
1,533,774.05
1,096,816.60
808,100.00
582,350.00
393,000.00
241,250.00
81,750.00
$ 159,731,878.07
$
17,781,545.32
18,272,390.20
18,861,149.31
18,533,020.29
17,883,532.50
17,874,257.30
17,870,145.80
17,841,781.15
16,474,597.40
16,438,218.60
16,399,290.80
16,362,316.80
14,029,313.20
13,987,683.20
13,937,701.80
13,894,643.45
13,838,047.35
13,786,056.25
13,730,620.05
13,678,876.20
13,614,574.70
13,553,971.80
13,496,554.95
13,438,774.05
8,946,816.60
5,968,100.00
5,967,350.00
3,353,000.00
3,351,250.00
3,351,750.00
$ 406,517,329.07
205
Schedule #6
State Revolving Loan - Bridleshire Farms/Belltown
Fiscal Year
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
TOTAL
206
Principal
$
97,408.14
99,366.04
101,363.30
103,400.70
105,479.05
107,599.18
109,761.92
111,968.14
114,218.70
116,514.49
118,856.44
121,245.45
123,682.48
126,168.50
128,704.49
$ 1,685,737.02
Interest
$
33,230.12
31,272.22
29,274.96
27,237.56
25,159.21
23,039.08
20,876.34
18,670.12
16,419.56
14,123.77
11,781.82
9,392.81
6,955.78
4,469.76
1,933.77
$ 273,836.88
Total Principal
and Interest
$
130,638.26
130,638.26
130,638.26
130,638.26
130,638.26
130,638.26
130,638.26
130,638.26
130,638.26
130,638.26
130,638.26
130,638.26
130,638.26
130,638.26
130,638.26
$ 1,959,573.90
Schedule #7
State Revolving Loan - Stormwater Basins
Fiscal Year
Ending June 30
2017
2018
2019
2020
2021
TOTAL
Principal
$
$
48,418.91
49,392.13
50,384.92
51,397.65
26,084.95
225,678.56
Interest
$
$
4,272.69
3,299.47
2,306.68
1,293.95
260.85
11,433.64
Total Principal
and Interest
$
$
52,691.60
52,691.60
52,691.60
52,691.60
26,345.80
237,112.20
207
Authorizations
Future issuance of debt based on available bond authorizationsDVRI-XO\LVOLPLWHGWR$186.1 million for
the following:
Special Services
Sewer/Stormwater
Facilities/Equipment
3DUNV
Total Special Services
Community Services
Public Safety
Administration
County Executive
$120,056,130
11,311,197
23,085,444
154,452,771
10,412,536
14,956,054
5,932,331
334,000
TOTAL BOND AUTHORIZATIONS
$186,087,692
Investment Policy
The investment of capital funds is incorporated into the County’s cash management program. All unexpended
bond proceeds are deposited in custodial accounts for arbitrage tracking. All other funds are deposited into a consolidated
treasurer’s account and invested with other funds in order to obtain maximum earnings. The segregation of each project’s
equity is preserved and available on a daily basis. Each agency managing capital projects is required to submit a monthly
capital cash forecast for the ensuing 12 months. This projection includes receipts and disbursements by month for each
capital project managed by the agency.
Interest earned on capital funds during the construction period is credited to the general and enterprise funds
responsible for the payment of debt service.
208
Program Summaries Contingencies (Non-Departmental)
Ŷ Budget Highlights
Contingencies (non-departmental) are provided to fund anticipated programs and/or cost adjustments during the
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Type
Council
Amount
Need
$227,303
Discretionary use.
Executive
361,302
Discretionary use.
Severance
300,000
Reimburses departments for a portion of
separation costs (accrued sick and vacation).
Salary Adjustments
426,000
Reimburses departments for salary increases
for employee adjustments.
Total Non-Departmental
Contingencies
$1,314,605
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enforcing the Code. It has been operational since late 1990. The Commission’s duties include issuing advisory opinions,
conducting preliminary inquiries, investigations and hearings concerning alleged Code violations, imposing sanctions if
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209
Introduction
The Capital Program addresses New Castle County’s needs relating to the acquisition, expansion, and rehabilitation
of long-lived facilities and systems. Because of the length of time required to plan, design, and construct the various
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These six years, coupled with the historic costs and anticipated costs to be incurred in the seventh and subsequent
years, provide the total estimated cost of each project.
This long-term cost projection, along with the reviews and controls set forth herein, enable the County to identify,
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Appropriations are legislated at the project level and continue through the life of the project. Project charges are
limited to the cumulative available appropriation. All amendments to appropriations must be approved by the Council
through an ordinance and resolution.
The following pages of the Capital Budget Section include graphic comparisons of the six-year Capital Program,
detailed project descriptions including the impact on the operating budget, and the relationship between the Capital
projects and Operating Budget. In all cases, in conformance with Key Financial Policy #5 (see Policy Initiatives
Section, Page 52), each agency shall submit a three-year operating budget impact for personnel service costs, other
operating expenses and debt service costs with each project request submitted.
Artist’s rendering of Route 9 Library
211
Overview of The Capital Program and Budget Development
7KH1HZ&DVWOH&RXQW\5HRUJDQL]DWLRQ$FWUHTXLUHVWKDWWKH&KLHI$GPLQLVWUDWLYH2IILFHU&$2DQQXDOO\
prepare a Capital Program and Budget under the direction of the County Executive. In Fiscal 1989 the Budget
Office within the Office of Finance became the principal agency responsible for assisting the CAO in the
coordination and preparation of the Capital Program and Budget.
The basic purpose of a Capital Improvements
Program is to coordinate physical and fiscal planning
in order that maximum benefits may be realized
from the County’s financial resources. Through
capital programming, a hierarchy of desired public
improvements is established by assigning a needs
priority to each project. This ranking is then related
to the County’s ability to pay for them. By this
process, a schedule of needed and affordable capital
improvements or a capital program is created.
No later than the first day of April of each year,
the County Executive shall recommend to the County
Council, a Capital Program for the ensuing six years
and a Capital Budget for the ensuing year. No later
than the date that the program is submitted to County
Council, the County Executive shall submit it to the
Department of Land Use for its review and recommendations to County Council. The County Executive
shall also submit it to the Planning Board for the sole purpose of determining if it is in accordance with the
Comprehensive Development Plan.
No later than the first day of June of each year the County Council is required to approve a Capital Program
and adopt a Capital Budget. The program shall detail each capital project. Each project shall show the
amount of appropriations that have been expended or are to be expended and the funding sources for each
of the fiscal years presented in the program. The Capital Budget Ordinance shall show in detail the capital
expenditures to be made or incurred in accordance with the Capital Program.
County Council may not amend the Capital Program as submitted to it by the County Executive, until it has
received from the County Executive his recommendations with respect to the proposed amendment. County
Council shall not be bound by such recommendations and may act without them if they are not received
within 15 days from the date they are requested.
212
Adoption of the Capital Budget represents an
appropriation of funds for the fiscal year. These funds
are appropriated vis-à-vis the annual capital budget
ordinance. After County Council adoption, project
appropriations are budgeted in the appropriate capital
projects funds for spending. Capital project numbers
are approved at this time to account for the individual
project expenditures. Carryover funding does not
have to be reappropriated in the current budget in
accordance with State Code. Such appropriations
are cumulative from year-to-year until the project is
completed, abandoned, or sunset.
Other positive consequences that result from the
Capital Program and Budget process include:
1. Translation of the Comprehensive Development
Plan/Departmental Long-Range Plans and other policies of the County into an action program.
2. The possibility of guiding private development so that it occurs in a logical sequence in accordance with the
3. Coordination of the capital improvements of all County departments through the Key Financial Policies
.)3V WKH /RQJ 5DQJH 3ODQV /53V DQG WKH ¿YH\HDU JURZWK DUHDV VR WKDW WKH\ ZLOO DFKLHYH FRPPRQ
objectives.
4. (VWDEOLVKLQJDSURFHVVZKHUHE\WKH&RXQW\¶VSK\VLFDOQHHGVFDQEHPHWKRGLFDOO\FRPSDUHGWRLWV¿QLWH¿VFDO
resources.
5. By integrating these long-range plans and scheduling the need for resources to support them, the Executive
DQG&RXQFLODUHDEOHWRSODQ¿QDQFLQJRIORQJWHUPFDVKQHHGVIRUERWKFDSLWDODQGRSHUDWLQJDFWLYLWLHV
Scenes from Carousel Park which
includes an Equestrian Center.
213
CAPITAL BUDGET AND PROGRAM POLICY GUIDELINES
To provide guidance in the preparation of the Capital Budget and Program requests, the policy sets
were developed. They are intended to define some of the criteria which may be utilized in the evaluation,
recommendation and adoption process.
Selected criteria utilized in evaluating the Capital Budget and Program in its entirety include:
x
Conformance to the County’s Comprehensive Plan, especially the growth areas.
x
Conformance to the Department’s Long-Range Plans.
x
&RQIRUPDQFHWRWKH.H\)LQDQFLDO3ROLFLHVVHHSDJHVWKURXJK
x
&RQIRUPDQFHWRWKHSUHYLRXVO\DSSURYHGSURMHFWGHVFULSWLRQ&3)RUP
x
Maintenance or improvement of the ratio of debt service to the total operating budget.
x
0D[LPL]DWLRQ RI LQWHUJRYHUQPHQWDO IXQGLQJ )HGHUDO 6WDWH 0XQLFLSDO DQG SULYDWH RI
projects which conform to the County’s goals and policies.
x
Protection of the County’s investment in existing facilities to avoid the higher cost of
rehabilitation and/or replacement associated with deferment.
x
Authorization of new projects is dependent
upon need, and each department’s ability to
complete prior authorized projects.
x
8WLOL]DWLRQ ZKHUH DSSOLFDEOH RI XVHU
IHHV DV D UHYHQXH VRXUFH WR RIIVHW LQ IXOO
RU LQ SDUW WKH RSHUDWLQJ DQG GHEW VHUYLFH
expense resulting from the capital project
when completed.
GUIDELINES
x
Fostering economies of scale
interjurisdictional cooperation.
x
Promotion of economic development and
LWV LQKHUHQW FRQWULEXWLRQV OHYHUDJH RI SULYDWH VHFWRU LQYHVWPHQW H[SDQVLRQ RI H[LVWLQJ MRE
PDUNHW
214
through
CAPITAL BUDGET FINANCING
:KLOHPD[LPL]DWLRQRILQWHUJRYHUQPHQWDOIXQGLQJ)HGHUDO6WDWH0XQLFLSDODQGSULYDWHKDVDOZD\VEHHQ
policy at New Castle County, issuing General Obligation Bonds is the major source of funding for capital
improvements in the approved Capital Budget and Program.
FY2017 Capital Budget Funding Chart
New Castle County General Obligation Bonds
Federal
$48,954,154
State
1,293,912
General
3,433,813
Impact Fees
Other
Total
$55,554,483
Operating Budget
Replacement of County sewer vehicles, specialized sewer equipment, capital improvements and purchases
RIHTXLSPHQWDUHLQFOXGHGLQWKHRSHUDWLQJEXGJHWRQDSD\DV\RXJREDVLV7KH&RXQW\¶V)<2SHUDWLQJ
Budget also provides for debt service and operating expenses associated with the capital projects included in the
Capital Budget and Program.
Development Impact Fees
To help reduce the need for General Obligation Bonds, in FY1998, New Castle County adopted the New Castle
&RXQW\8QL¿HG'HYHORSPHQW&RGH8'&,QFOXGHGLQWKH8'&DUHSURYLVLRQVWRDOORZ1HZ&DVWOH&RXQW\WR
charge development impact fees to be used for future infrastructure needs of the County.
Impact fees are one-time payments used to generally fund capital facility improvements that are necessary to
DFFRPRGDWHQHZGHYHORSPHQWLHOLEUDULHV¿UHVHUYLFHHPHUJHQF\PHGLFDOVHUYLFHVSROLFH&RXQW\IDFLOLWLHV
SDUNVDQGVHZHUVZKLOHPDLQWDLQLQJWKHTXDOLW\RIOLIHZLWKLQFRPPXQLWLHV
,PSDFWIHHVSURMHFWHGEDODQFHVDVRI-XQHIRU1HZ&DVWOH&RXQW\RSHUDWLRQVDUHSUHVHQWHGRQWKH
following page.
215
DEVELOPMENT IMPACT FEES
REVENUES AND EXPENSES
Parks - North C & D
%DODQFH
Revenue
Expenditures
Balance 6/30/2016
Libraries - North C & D
%DODQFH
Revenue
Expenditures
Balance 6/30/2016
Emergency Medical - North C & D
Amount
Parks - South C & D
Amount
%DODQFH
$454,152.91
$20,208.63
Amount
81,188.58
$27,929.00
Amount
Revenue
Expenditures
$647,827.89
Libraries - South C & D
Amount
%DODQFH
Revenue
Expenditures
Amount
8,312.49
Revenue
Law Enforcement - North C & D
%DODQFH
Revenue
Expenditures
Balance 6/30/2016
Sewer - North C & D
%DODQFH
Amount
Expenditures
Balance 6/30/2016
Revenue
$3,402.82
Amount
Expenditures
Balance 6/30/2016
Sewer - South C & D
%DODQFH
Revenue
Expenditures
$0.00
$3,137.63
Amount
Balance 6/30/2016
$779,823.39
Amount
County Facilities
Amount
%DODQFH
Revenue
Expenditures
Expenditures
Balance 6/30/2016
$955,377.67
Balance 6/30/2016
216
$348.43
%DODQFH
Revenue
%DODQFH
Amount
Revenue
Fire Service
$1,354.29
Law Enforcement - South C & D
Expenditures
Balance 6/30/2016
Emergency Medical - South C & D
Revenue
$631.06
$173,785.66
%DODQFH
Balance 6/30/2016
Expenditures
Balance 6/30/2016
%DODQFH
Balance 6/30/2016
$27,720.06
Capital Projects and Operating Budget Relationships
The Operating Budget is directly impacted by the approval of the Capital Budget and its Capital Project
components. The Operating Budget must absorb the debt service costs of all bond issues related to the
Capital Budget plus the operating/maintenance costs for each facility and improvement. Generally, these
increased costs for personnel services and contractual services must be borne by the tax and sewer rates. This
\HDU¶VGHEWVHUYLFHFRVWVLQFOXGHGLQWKH2SHUDWLQJ%XGJHWFRQVLVWRIIRUWKH*HQHUDO)XQGDQG
IRUWKH6HZHU)XQG7KLVLQFOXGHVWKH5HYROYLQJ)XQG/RDQSD\DEOHWRWKH6WDWHRI
Delaware for Sewer and Stormwater projects. These costs are associated with capital projects approved in
prior years.
Additionally, the Operating Budget is impacted by the operating/maintenance costs associated with each facility
RULPSURYHPHQW2SHUDWLQJH[SHQVHVDUHDQWLFLSDWHGWRLQFUHDVHLQWKHDPRXQWRIXSRQFRPSOHWLRQ
RI WKH FDSLWDO SURMHFWV LQFOXGHG LQ WKH )< &DSLWDO %XGJHW RQO\ 7R DVVLVW ZLWK WKH PHDVXUHPHQW IRFXV
TXDQWLI\LQJWKHVHRSHUDWLQJFRVWVDVHULHVRIVWDQGDUGVZHUHGHYHORSHGIRUHDFKIDFLOLW\EDOO¿HOGSDUNODQGHWF
Some of these examples are as follows:
x
WRPDLQWDLQDQRSHQDFUHRISDUNODQG
x
$513 to maintain an acre of woodland forest.
x
WRPDLQWDLQDFRPSOHWHSOD\VWUXFWXUH
x
WRPDLQWDLQVTXDUHIHHWRIEODFNWRSVXUIDFH
x
WRPDLQWDLQDEDVHEDOO¿HOG
Although many projects cause an increase in operating expenses, there are some projects such as the backwater
valve project that can provide a positive impact on the operating budget. The installation of backwater valves
RQVHZHUOLQHVLQÀRRGSURQHDUHDVZLOOQRWRQO\VDYHFRQVWLWXHQWVIURPVHZHUEDFNXSVEXWZLOOVDYH&RXQW\
SHUVRQQHOFRVWVDVVRFLDWHGZLWKWKHUHTXLUHGFOHDQXSDIWHUÀRRGLQJRFFXUV
$VFKHGXOHRIWKHDQQXDO2SHUDWLQJ%XGJHWLPSDFWRIWKH)LVFDO<HDU&DSLWDO%XGJHWRQO\LVLQFOXGHGRQ
the following page.
Carousel Park
217
New Castle County
Departmental and Fund Summary
7KH)LVFDO<HDU&DSLWDO%XGJHWDQGWKH$QQXDO2SHUDWLQJ%XGJHW,PSDFWDIWHUSURMHFWFRPSOHWLRQLV
summarized below. Other operating costs include contractual services and materials and supplies. Additional
information is available in the Departmental Profiles beginning on page 232.
FY2017 Capital Budget
Department
Appropriations
Personnel
Other
Debt
Service
Operating
Service
Costs
Costs
Costs
Total
Special Services
Community Services
Public Safety
Administration
County Executive
$23,255
Total
$55,554,483
$632,325
$215,150
$4,321,367
$5,168,842
0HDVXUHPHQWRIWKH)<&DSLWDO%XGJHWLPSDFWXSRQWKH$QQXDO2SHUDWLQJ%XGJHWE\IXQGLVSUHVHQWHG
below:
General Fund $VVRFLDWHGGHEWVHUYLFHFRVWVZLOOLQFUHDVHDSSUR[LPDWHO\
Sewer Fund
$VVRFLDWHGGHEWVHUYLFHFRVWVZLOOLQFUHDVHDSSUR[LPDWHO\
See the 'HSDUWPHQWDO3UR¿OHV for a discussion of the individual capital project impact unpon the Operating
Budget.
218
The Linkage Between The Comprehensive
Development Planning Process and The Capital
Program and Budget Process
The Comprehensive Development Planning process has three essential components:
A Long-Range component - The New Castle County updated Comprehensive Development Plan
\HDUV
A Mid-RangeFRPSRQHQW7KH&DSLWDO,PSURYHPHQWV3URJUDP\HDUV
A Short-RangeFRPSRQHQW7KH$QQXDO&DSLWDO%XGJHWDQGWKH$QQXDO3URILOH\HDU
Long-Range
7KH &RPSUHKHQVLYH 'HYHORSPHQW 3ODQ WKH ORQJUDQJH HOHPHQW LV QRW DQ HQGVWDWH SODQ EXW D FRPSRQHQW
RIDSODQQLQJSURFHVVLHDJHQHUDOL]HGPRGHORIWKHIXWXUHZKLFKH[SUHVVHVSROLF\GLUHFWLRQIRUD\HDU
SHULRG,WFRQWDLQVEDFNJURXQGLQIRUPDWLRQDODQGXVHFRQFHSWPDSLPSOHPHQWDWLRQFRQVLGHUDWLRQVDQGJRDOV
and policies with which to address the following issues:
x
Growth Management
x
Natural Resources
x
Transportation
x
Community Character and Land Use
x
Housing
x
Agriculture
x
Economic Development
x
Community Facilities
x
Intergovernmental Coordination
While the goals and policies must, of necessity, be pursued individually and in concert with the agencies
)HGHUDO6WDWHDQG0XQLFLSDODQG&RXQW\GHSDUWPHQWVUHVSRQVLEOHIRULPSOHPHQWLQJWKHPWKHRYHUDOOSODQQLQJ
SURFHVVV\QWKHVL]HVDQGFRRUGLQDWHVWKHP7KHGHYHORSPHQWRIVSHFL¿FREMHFWLYHVDUHWKHUHVXOWVRIPRUHGHWDLOHG
DQDO\VHVORQJUDQJHPLGUDQJHDQGVKRUWUDQJHLVVXHVSUHSDUHGE\HDFK&RXQW\RSHUDWLQJGHSDUWPHQW
219
Linkage (Continued)
Mid-Range
$VDUHVXOWRIV\VWHPZLGHFKDQJHVLGHQWL¿HGE\WKHDQQXDOSUR¿OHVDQGWKHDQDO\VLVRIWKHSUREDEOHLPSDFWVRI
those changes, the mid-range program can be updated in terms of trends, goals and policies, capital projects, and
implementation programs - within the context of the long-range issues.
2QHRIWKHEDVLFSXUSRVHVRIFDSLWDOLPSURYHPHQWSURJUDPPLQJLVWRFRRUGLQDWHSK\VLFDODQG¿VFDOSODQQLQJ
LQRUGHUWKDWWKHJUHDWHVWSRVVLEOHEHQH¿WVFDQEHUHDOL]HGIURPWKH&RXQW\¶VH[LVWLQJDQGDQWLFLSDWHG¿QDQFLDO
resources. In order to accomplish this, a ranking of desired public improvements is established by assigning a
need-based priority to each project. This ranking is then related to the County’s ability to pay for the projects over
WLPH%\WKLVSURFHGXUHDSULRULWL]HGVHTXHQFHRISURMHFWVWKHSURJUDPLWVHOILVHVWDEOLVKHG
Other positive results of the Capital Program process include:
+
Translation of the County’s Comprehensive Development Plan, individual departments’ functional
plans, and other programs and policies into tangible projects.
+
The possibility of guiding private development so that it occurs in a way that is in conformity with the
+
The coordination of the capital projects of all County departments so that they will further the
implementation of the Comprehensive Development Plan.
+
Keeping the public informed of the County’s development plans.
+
Enabling the County Executive and the County Council to better understand long-term cash needs and
EHWWHUSODQWKH¿QDQFLQJQHFHVVDU\IRUERWKFDSLWDODQGRSHUDWLQJDFWLYLWLHV
Short-Range
2QH HOHPHQW RI WKH VKRUWUDQJH FRPSRQHQW RI WKH SODQQLQJ SURFHVV LV WKH DQQXDO SUR¿OH ZKLFK LV WKH
culmination of the previous year’s monitoring of demographic data, developmental trends, changing regulatory
and environmental conditions, and the impact of all these factors on future programs. This analysis provides the
basis for the next year’s plan of action - primarily as will be embodied in the Capital Budget.
7KH$QQXDO3UR¿OHWKHQVHUYHVWKUHHEDVLFSXUSRVHV
9 Monitors changes in baseline conditions and so informs decision-makers.
9 Analyzes the impacts of changes in baseline conditions on goals and policies.
220
Linkage (Continued)
9 3URYLGHV DQ XSGDWH YLD WKH PRGL¿FDWLRQ RI REMHFWLYHV WR WKH PLGUDQJH FRPSRQHQW RI WKH SODQQLQJ
process, and hence, to the long-range component - thus completing the cycle.
Summary
Linkage between the Comprehensive Development Planning process and the Capital Program and Budget is
accomplished with general policies or strategies which are utilized in developing the Capital Program:
*
Conformance with New Castle County’s Comprehensive Development Plan, as updated.
*
Maintenance or improvement of the ratio of debt service to the total Operating Budget, with the life of
VSHFL¿FLVVXHVSDUDOOHOLQJWKHOLIH\HDUPLQLPXPRIUHVSHFWLYHDVVHWVPLQLPXPXWLOL]LQJ
the analytical tool of constant principal repayment.
*
0D[LPL]DWLRQRILQWHUJRYHUQPHQWDOIXQGLQJ)HGHUDO6WDWH0XQLFLSDODQGSULYDWHRIDFWLYLWLHVZKLFK
are in conformance with New Castle County’s Comprehensive Development Plan.
*
Protection of the County’s investment in existing facilities, where appropriate, to avoid the higher cost
of rehabilitation and/or replacement associated with deferment.
*
Authorization of new projects only as consistent with each department’s ability to complete prior
authorized projects.
*
8WLOL]DWLRQZKHUHDSSURSULDWHRIXVHUIHHVDVDUHYHQXHVRXUFHWRRIIVHWLQIXOORULQSDUWWKHRSHUDWLQJ
and debt service expenses resulting from capital projects when completed.
*
Fostering economies of scale through inter-jurisdictional cooperation.
*
3URPRWLRQRIHFRQRPLFGHYHORSPHQWDQGLWVLQKHUHQWFRQWULEXWLRQVOHYHUDJHSULYDWHVHFWRULQYHVWPHQW
H[SDQVLRQRIH[LVWLQJMREPDUNHW
The impact of this linkage can be summarized as follows:
9 The continuous monitoring of change.
9 7KHFRQWLQXRXVUH¿QHPHQWRIJRDOVDQGSROLFLHVLQRUGHUWRDGGUHVVFKDQJHDQGSURYLGHGLUHFWLRQWR
¿VFDODQGGHYHORSPHQWUHODWHGGHFLVLRQV
9 Ensuring the interrelationship of capital programming and budgeting with the Comprehensive
Development Plan.
9 Ensuring the Capital Program and Budget are in conformity with the State of Delaware’s Quality of Life
legislation.
221
Quarterly Capital Review
During the fiscal year, the Chief Financial Officer and members of the Budget Office meet quarterly
with Departments, to review and monitor the status of all approved capital projects and programmed capital
projects. A status report summary of all capital projects is issued at the end of each review forum. The
quarterly review is held with each County agency that has authorized capital projects or programmed capital
projects to determine:
Status of existing projects
x
Financial liquidity
x
Estimated completion date
x
Changes in project scope
Status of the program for the next six years
x
Planned project scope and/or cost adjustments
x
Conformance with the County’s Comprehensive Development Plan and, if applicable, the agency’s
Comprehensive Plan
x
New and/or deleted planned projects
Impact of capital spending upon the Operating Budget
x
Project acceptability
x
Additional costs and/or savings to the Operating Budget
x
Fiscal planning
7KHWDEOHRQ3DJHSUHVHQWVWKHLPSDFWRIWKH)<&DSLWDO%XGJHWXSRQWKHDQQXDO2SHUDWLQJ%XGJHW
222
New Castle County
FY2017
Capital Budget
Department & Funding Summary
Department
Special Services
Sewer/Stormwater
Parks
Community Services
Administration
Public Safety
Total All Departments
FY2017
Capital Budget
8,333,813
$41,918,460
$7,522,233
$2,559,200
$3,554,590
$55,554,483
Funding
Bonds
State
General
Impact
Other
Total All Funding
$48,954,154
1,293,912
3,433,813
$55,554,483
223
Capital Budget
By Department/Program and Funding Source
Fiscal Year 2017
Uses of Funds
Sewer
$22,389,647
Public Safety
$3,554,590
Community
Services
$7,522,233
Parks
$11,195,000
Administration
$2,559,200
Facilities/
Equipment
$8,333,813
Sources of Funds
Other
$1,838,647
TOTAL
$55,554,483
Bonds
$48,954,154
224
Impact
$33,957
State
$1,293,912
General
$3,433,813
New Castle County
FY2017
CAPITAL BUDGET AND PROGRAM SUMMARY
(in thousands)
PROGRAM
Department/
Total Budget
BUDGET
Source of Funds
2017
Special Services
Bal. to
& Program
Complete
Cost
2018
2019
2020
2021
2022
$41,919
$39,541
Community Services
3,933
11,455
Public Safety
3,555
219
23,441
Administration
2,559
Total - Project
Appropriations
$55,555
$75,656
$54,026
$41,956
$38,508
$34,457
$54,750
$354,908
Bonds
$48,954
$32,559
State
1,294
3,948
15
General Fund
3,434
5,189
County Executive
Federal
34
34
34
1,839
2,482
2,912
2,112
1,834
$55,555
$75,656
$54,026
$41,956
$38,508
$34,457
$54,750
$354,908
Impact Fees
Other
Total - Project
Funding
225
Capital Budget and Program Summary
Below is a graphic comparison of the capital improvements plan by type of improvements planned
through the next six years. The majority of improvements are for the planned sewering of Northern New
Castle County to ensure that present and future citizens have a safe and environmentally sound place in
which to live and work.
FY2017
FY2018
Community
Services
5.2%
Community
Services
13.5%
Public Safety
16.8%
Public Safety
6.4%
Special Services
75.5%
Administration
4.6%
Special Services
75.1%
Administration
2.9%
Total
$75,655,833
Total
$55,554,483
FY2019
FY2020
Public Safety
12.8%
Public Safety
0.5%
Special Services
94.3%
Special Services
83.1%
Administration
4.1%
Administration
5.2%
Total
$54,025,924
FY2021
Special Services
95.6%
FY2022
Administration
4.4%
Total
$38,507,682
226
Total
$41,956,804
Special Services
95.1%
Administration
4.9%
Total
$34,457,193
The accompanying chart is a six-year expenditure activity graph summarized by program.
$60.0
Millions
$50.0
New Castle County
Expenditure Activity for 2011 - 2016
By Program
$52.4
$51.1
$48.1
$40.0
$44.8
$47.9
$44.4
$30.0
$20.0
$10.0
$0.0
2011
Executive
Sewer/Stormwater
Parks
Information Systems
Public Safety
Community Services
2012
0.0
30.9
6.5
2.0
1.1
0.3
4.0
2013
0.0
37.4
4.8
3.8
1.6
0.4
3.1
2014
0.0
29.3
1.0
1.5
1.0
1.1
10.5
2015
0.0
32.2
5.3
2.6
2.2
3.8
2.0
2016
Estimated
0.0
31.6
8.0
2.4
1.4
5.9
3.1
0.0
27.1
4.9
6.7
1.9
4.3
3.0
227
DEPARTMENTAL PROFILES
Department of Special Services
Sanitary Sewer & Stormwater Management
Safe treatment and disposal of wastewater is achieved
through the County’s sewer system. To control erosion
DQG ÀRRGLQJ WKH 'HSDUWPHQW UHYLHZV GHYHORSPHQW
proposals for compliance with the drainage code and
constructs drainage systems if necessary.
Sanitary sewer projects, together with stormwater
projects, represent the largest segment of the Capital
Budget and Program. General Obligation Bonds
UHSUHVHQWRIWKHSURMHFWIXQGLQJIRUWKH)<
Capital Budget. The remainder of the project funding
LVIURP2WKHUIXQGLQJ
7KH)<&DSLWDO%XGJHWDQG3URJUDPLQFOXGHV
DWRWDORIEXGJHWHGIRUWKHFRQVWUXFWLRQRI
QHZVHZHUUHOLHIOLQHVWKURXJK)<
The ongoing rehabilitation of existing sewer lines
continues to involve both large and small projects
WRWDOLQJ RYHU LQ )< WKURXJK
)<
County Waterfarm
228
The County’s continuing pump station rehabilitation
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WKURXJK )< 1HZ &DVWOH &RXQW\ FRQWLQXHV WR
fund its backwater valve improvement program with
LQ)<WKURXJK)<0LVFHOODQHRXV
sewer-related projects, including site improvements,
ZLOOUHFHLYHLQWKH)<&DSLWDO%XGJHW
WKURXJK)<6HZHU)OHHW(TXLSPHQWZLOOUHFHLYH
LQ )< WKURXJK )< 7UHDWPHQW
3ODQW XSJUDGHV ZLOO UHFHLYH LQ )<
WKURXJK)<
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an EPA consent decree.
The following pages include a six-year sewer and
VWRUPZDWHU H[SHQGLWXUH DFWLYLW\ JUDSK WKH )<
Capital Budget and Program Summary including
funding sources, a schedule of projected operating
expenses associated with projects included in the
)< &DSLWDO %XGJHW DQG D EULHI SUR¿OH RI HDFK
SURMHFW LQFOXGHG LQ WKH )< &DSLWDO %XGJHW DQG
Program.
Special Services Complex
Department of Special Services (Continued)
Sanitary Sewer & Stormwater Management (Continued)
The following chart is a six-year expenditure activity graph for sewer and stormwater. Annotated beside the
FKDUWLVWKHDPRXQWRIDYDLODEOHDSSURSULDWLRQVDVRI)HEUXDU\DQGWKHDSSURSULDWLRQVUHFRPPHQGHGDQG
DSSURYHGIRU)<
Sewer and Stormwater
Expenditure Activity for 6 Years
Available Appropriations
DVRI
$71.5 Million
$42.0
Millions
$36.0
$30.0
5HFRPPHQGHG)<
Capital Appropriations
$22.4 Million
$24.0
$18.0
$12.0
Approved FY2017
$22.4 Million
$6.0
$0.0
11
12
13
14
Fiscal Year
15
16
Estimated
This map of New Castle County
depicts the location of sanitary facilities
and stormwater projects included in the
FY2017 Capital Budget.
229
FY2017 Capital Budget & Program Summary
Category/Project
SANITARY SEWERS
Airport Road System Rehabilitation
Backwater Valve Improvements
Boxwood Rd Sanitary Sewer Improvements
Brandywine Hundred North Rehab Phase I
Brandywine Hundred South Rehab Phase I
Brandywine Interceptor Renovation
Christiana River Force Main
Delaware City Industrial Sewer Expansion
Delaware City System Rehabilitation
DelDot Coordination Project II
Edgemoor System Rehabilitation
General Sewer Improvements
Glasgow Area Sewer Improvements
Hyde Run Relief
Kirkwood Trunk Line Interceptor
Lea Eara Farms Treatment Plant Closure
Little Mill Basin Rehabilitation
Market Street System Rehabilitation
Mill Creek Interceptor Relief
0XGG\7UXQNOLQH,PSURYHPHQWV
North Delaware Interceptor System
Pike Creek Improvements
Port Penn System Rehabilitation
Pump Station Rehabilitation
Richardson Park Pump Station Upgrade
Richardson Park System Rehabilitation
Sewer Fleet Equipment
Sewer Repairs and Rehabilitation II
South Christiana Interceptor Analysis
Southern Sewer Service Area
Stoney Creek Basin Rehabilitation
Terminal Avenue System Rehabilitation
Water Farm 1 System Rehabilitation
Wastewater Treatment Plants/Discharge Elim
White Clay Sewer Basin Rehabilitation
White Clay System Rehabilitation
Wilmington System Rehabilitation
Total Sanitary Sewers
Stormwater Management
General Stormwater Improvements
New Castle Conservation District
Stormwater Basin Renovation II
Total Stormwater Management
TOTAL SEWER AND STORMWATER
FUNDING SOURCES
Bonds
Federal
State
Other
Total Funding Sources
230
Budget
FY2017
525
$21,265
FY2018
Program (In Thousands)
FY2019
FY2020
FY2021
FY2022
Balance to
Complete
-
$3,123
3,458
291
-
-
-
-
-
-
2,344
-
2,811
325
-
2,258
438
-
595
$40,570
425
$27,516
2,833
4,942
$23,908
1,243
1,928
814
533
$22,290
2,549
558
21,596
-
$1,125
$22,390
$138
$1,318
$41,888
$152
$1,332
$28,848
$1,347
$25,255
$184
$1,364
$23,654
$1,382
$22,978
$0
$54,450
$22,255
$21,542
$21,144
1,589
$22,390
2,482
$41,888
2,912
$28,848
$25,255
2,112
$23,654
1,834
$22,978
$54,450
$125
-
$54,450
0HDVXUHPHQWRIWKH)<&DSLWDO%XGJHWLPSDFWXSRQWKHDQQXDO2SHUDWLQJ%XGJHWLVSUHVHQWHG
below as an addition to or reduction of cost.
Annual Operating Impact
Category/Project
SEWER
Sanitary Sewers
Airport Road System Rehabilitation
Boxwood Road Sanitary Sewer Improv.
Brandywine Hundred North Rehab Phase I
Brandywine Hundred South Rehab Phase I
Brandywine Interceptor Renovation
Delaware City Industrial Sewer Expansion
Delaware City System Rehabilitation
DelDot Coordination Project II
Edgemoor System Rehabilitation
General Sewer Improvements
General Stormwater Improvements
Glasgow Area Sewer Improvements
Hyde Run Relief
Lea Eara Farms Treatment Plant Closure
Little Mill Basin Rehabilitation
Market Street System Rehabilitation
Mill Creek Interceptor Relief
0XGG\7UXQNOLQH,PSURYHPHQWV
Pike Creek Improvements
Port Penn System Rehabilitation
Pump Station Rehabilitation
Richardson Park Pump Station Upgrade
Richardson Park System Rehabilitation
Sewer Fleet Equipment
Sewer Repairs & Rehabilitation II
South Christiana Interceptor Analysis
Southern Sewer Service Area
Stoney Creek Basin Rehabilitation
Stormwater Basin Renovation II
Terminal Ave. System Rehabilitation
Wastewater Treat. Plant/Discharge Elim.
Water Farm 1 System Rehabilitation
White Clay Sewer Basin Rehabilitation
White Clay System Rehabilitation
Wilmington System Rehabilitation
TOTAL SEWER
FY2017
Budget
$22,389,647
Personnel
Service
Costs
Other
Operating
Costs
Debt
Service
Costs
43,312
$0
$0
$1,716,082
Total
43,312
*
*
$1,716,082
231
Capital Budget & Program Profiles
,QGLYLGXDOSURMHFWSUR¿OHVDUHSUHVHQWHGEHORZ3URMHFWVDGRSWHGLQWKH)<&DSLWDO%XGJHWDUHKLJKOLJKWHG
as a blue shaded box and include the Operating Budget impact. See Reader’s Guide, Page 4, for Council District
LGHQWL¿FDWLRQ
SANITARY SEWER PROJECTS
Project Name: Airport Road System Rehabilitation
Project Number: 1702
Description: Investigation and rehabilitation and/or replacement of sanitary sewer assets within the Airport
Road Sewer System.
Council District:
Funding Source:
Project Appropriations:
LQ)<LQ)<LQ
)<LQ)<LQ)<DQG
LQ)<7RWDOSURMHFWFRVWVDUH
Operating Budget Impact:
'HEWVHUYLFHFRVWVIRUWKH\HDUERUURZLQJZLOOLQFUHDVH
IRUWKH)<EXGJHW
Project Name: Backwater Valve Improvement
Description:7RLQVWDOOEDFNZDWHUVHZDJHYDOYHVLQLQ¿OWUDWLRQDQGLQÀRZDUHDVWRSUHYHQWVHZDJHEDFNXSV
during wet weather periods.
Council District:
All
Funding Source:
LQ)<WKURXJK)<7RWDOSURMHFWFRVWV
LQFOXGLQJSULRUDXWKRUL]DWLRQVDUH
Project Name: Boxwood Road Sanitary Sewer Improvements
Description:+\GUDXOLFDQDO\VLVPHWHULQJ¿HOGLQYHVWLJDWLRQDQGGHVLJQRIVHZHULPSURYHPHQWVWRVDQLWDU\
sewer located in the vicinity of the Little Mill Creek interceptor near Boxwood Road.
Council District:
1
Funding Source:
LQ)<7RWDOSURMHFWFRVWVLQFOXGLQJSULRU
DXWKRUL]DWLRQVDUH
'HEWVHUYLFHFRVWVIRUWKH\HDUERUURZLQJZLOOGHFUHDVH
IRUWKH)<EXGJHW
232
Capital Budget & Program Profiles (Continued)
Project Name: Brandywine Hundred North Rehabilitation Phase I
Description: Rehabilitation of sewer system in North Brandywine Hundred area to correct capacity shortages
GXHWRLQ¿OWUDWLRQDQGLQÀRZDQGGHWHULRUDWHGSLSH
Council District:
2, 8
Funding Source:
General Obligation Bonds and Sewer Rate Stabilization Reserve
Account
LQ)<DQGLQ)<7RWDOSURMHFW
FRVWVLQFOXGLQJSULRUDXWKRUL]DWLRQVDUH
IRUWKH)<EXGJHW
Project Name: Brandywine Hundred South Rehabilitation Phase I
Description:5HKDELOLWDWLRQRIVHZHUV\VWHPLQ6RXWK%UDQG\ZLQH+XQGUHGDUHD6KHOOSRW,QWHUFHSWRUWR
FRUUHFWFDSDFLW\VKRUWDJHVGXHWRLQ¿OWUDWLRQDQGLQÀRZ
Council District:
2, 8
Funding Source:
General Obligation Bonds, Sewer Rate Stabilization Reserve
Account and Federal and State Funding
IRUWKH)<EXGJHW
Project Name: Brandywine Interceptor Renovation
Description:5HQRYDWLRQVWRWKH%UDQG\ZLQH,QWHUFHSWRUZHVWRI5RXWH
Council District:
2
Funding Source:
LQ)<DQGLQIXWXUH\HDUV7RWDO
SURMHFWFRVWVLQFOXGLQJSULRUDXWKRUL]DWLRQVDUH
IRUWKH)<EXGJHW
Project Name: Christiana River Force Main
Description: Evaluation of the Christiana River Force Main to determine present condition and develop a long
term plan.
Council District:
All
Funding Source:
LQ)<LQ)<LQ
)<DQG)<LQ)<DQGLQ
future years. Total project costs including prior authorizations are
233
Project Name: Delaware City Industrial Sewer Expansion
Description: Expansion of sanitary sewer service to large parcels zoned for heavy industrial use near
WKH'HODZDUH&LW\5H¿QHU\LQFOXGLQJDSXPSVWDWLRQIRUFHPDLQDQGJUDYLW\VHZHUOLQHV
Council District:
12
Funding Source:
IRUWKH)<EXGJHW
Project Name: Delaware City System Rehabilitation
Description: Investigation and rehabilitation and/or replacement of sanitary sewer assets within the
Delaware City System.
Council District:
12
Funding Source:
LQ)<)<DQG)<7RWDOSURMHFW
FRVWVDUH
IRUWKH)<EXGJHW
Project Name: DelDot Coordination Project II
Description: Replacement and repairs of sanitary sewer in coordination with DelDot paving projects.
Council District:
All
Funding Source:
LQ)<WKURXJK)<7RWDOSURMHFW
IRUWKH)<EXGJHW
Project Name: Edgemoor System Rehabilitation
Edgemoor Sewer System.
Council District:
2, 8
234
Funding Source:
LQ)<LQ)<
LQ)<LQ)<LQ)<
DQGLQ)<7RWDOSURMHFWFRVWVDUH
IRUWKH)<EXGJHW
Project Name: General Sewer Improvements
Description: Force account for major capital improvements, design, review and inspections.
Council District:
All
Funding Source:
LQ)<LQ)<LQ
)<LQ)<LQ)<DQG
DXWKRUL]DWLRQVDUH
IRUWKH)<EXGJHW
Project Name: Glasgow Area Sewer Improvements
Description:8SJUDGH´´DQG´GLDPHWHUVHZHUUHKDELOLWDWH´JUDYLW\VHZHUDQGGHPROLVK
decommission the Glasgow Heights pump station.
Council District:
11
Funding Source:
DXWKRUL]DWLRQVDUH
IRUWKH)<EXGJHW
Project Name: Hyde Run Relief
Description:5HOLHIVHZHUFRQVWUXFWLRQWRDOOHYLDWHLGHQWL¿HGV\VWHPFRQVWUXFWLRQSRLQWV
Council District:
3, 9
Funding Source:
DXWKRUL]DWLRQVDUH
IRUWKH)<EXGJHW
Project Name: Kirkwood Trunk Line Interceptor
Description:'HVLJQDQGFRQVWUXFWLRQRIDSSUR[LPDWHO\OIRIVDQLWDU\VHZHULPSURYHPHQWVWRWKH
Kirkwood Trunk Line.
Council District:
12
Funding Source:
DXWKRUL]DWLRQVDUH
235
Project Name: Lea Eara Farms Treatment Plant Closure
Description: Permitting, design, construction, and construction management required to close the Lea
Eara Farms Treatment Plant.
Council District:
12
Funding Source:
LQ)<DQGLQ)<7RWDO
SURMHFWFRVWVDUH
IRUWKH)<EXGJHW
Project Name: Little Mill Basin Rehabilitation
Description:$QDO\VLVGHVLJQDQGFRQVWUXFWLRQWRUHPRYHLQ¿OWUDWLRQLQÀRZIURPWKHLQWHUFHSWRU
system.
Council District:
12
Funding Source:
DXWKRUL]DWLRQVDUH
IRUWKH)<EXGJHW
Project Name: Market Street System Rehabilitation
Market Street Sewer System.
Council District:
Funding Source:
LQ)<LQ)<LQ
)<LQ)<LQ)<DQG
IRUWKH)<EXGJHW
Project Name: Mill Creek Interceptor Relief
Description:3ODFHOIRIÚHOLHIVHZHUDORQJ0LOO&UHHNEHWZHHQ/LPHVWRQH5RDGDQG6WRQH\
Batter Road.
Council District:
3, 9
236
Funding Source:
LQ)<7RWDOSURMHFWFRVWVLQFOXGLQJ
SULRUDXWKRUL]DWLRQVDUH
IRUWKH)<EXGJHW
Project Name: Muddy-6 Trunkline Improvements
Description: Capacity improvements to a portion of the Trunkline within the Muddy Run sewer basin.
Council District:
5, 11
Funding Source:
LQ)<LQ)<DQG
IRUWKH)<EXGJHW
Project Name: North Delaware Interceptor System
Description: Rehabilitation, replacement of Old North Delaware Governor Printz Interceptor.
Council District:
8
Funding Source:
General Obligation Bonds and Sewer Rate Stabilization
Reserve Account
LQIXWXUH\HDUVWRFRPSOHWHWKLVSURMHFW
Total project costs including prior authorizations are
Project Name: Pike Creek Improvements
Description:,Q¿OWUDWLRQDQGLQÀRZDQDO\VLVRIWKHLQWHUFHSWRUDQGGHVLJQLPSURYHPHQWVWRWKH
LQWHUFHSWRUWRDFFRPPRGDWHDGGLWLRQDOÀRZVDQGWRFRQQHFWWKHV\VWHPWRWKH:KLWH&OD\,QWHUFHSWRU
Council District:
3, 9
Funding Source:
IRUWKH)<EXGJHW
Project Name: Port Penn System Rehabilitation
Port Penn Sewer System.
Council District:
12
Funding Source:
LQ)<LQ)<DQG
IRUWKH)<EXGJHW
237
Project Name: Pump Station Rehabilitation
Description: Pump station rehabilitation including electricity, controls, pumps, infrastructure and
buildings.
Council District:
All
Funding Source:
Reserve Account
IRUWKH)<EXGJHW
Project Name: Richardson Park Pump Station Upgrade
Description: Upgrade/replacement of the pumps, generators, electrical motor control center, and power
distribution equipment.
Council District:
1
Funding Source:
Reserve
LQ)<DQGLQ)<
IRUWKH)<EXGJHW
Project Name: Richardson Park Pump System Rehabilitation
Richardson Park Sewer System.
Council District:
1, 2, 9
Funding Source:
LQ)<LQ)<
LQ)<LQ)<LQ)<
IRUWKH)<EXGJHW
238
Project Name: Sewer Fleet Equipment
Description: Purchase of heavy equipment, off road equipment and vehicles. Funds for these
purchases will come from the Sewer Fund.
Council District:
All
Funding Source:
Sewer Fund
LQ)<LQ)<
LQ)<LQ)<LQ)<
DQGLQ)<7RWDOSURMHFWFRVWVLQFOXGLQJ
Project Name: Sewer Repairs and Rehabilitation II
Description: Sewer repairs and rehabilitation as determined by the Department of Special Services
from analysis.
Council District:
All
Funding Source:
IRUWKH)<EXGJHW
Project Name: South Christiana Interceptor Analysis
Description:3ODQQLQJPHWHULQJ¿HOGZRUNDQGDQDO\VLVRI6RXWK&KULVWLDQD6HZHU,QWHUFHSWRU
Council District:
Funding Source:
IRUWKH)<EXGJHW
Project Name: Southern Sewer Service Area
Description: Construction of sanitary sewer system south of the C & D Canal to include treatment
plant, pump stations, force mains, and interceptor sewer lines.
Council District:
Funding Source:
General Obligation Bonds, Capital Recovery Fees and
Impact Fees
LQ)<DQGLQIXWXUH\HDUV
IRUWKH)<EXGJHW
239
Project Name: Stoney Creek Basin Rehabilitation
Description:5HGXFHZHWZHDWKHUVDQLWDU\VHZHURYHUÀRZVLQWKH6WRQH\&UHHN%DVLQ
Council District:
2, 8
Funding Source:
DXWKRUL]DWLRQVDUH
IRUWKH)<EXGJHW
Project Name: Terminal Ave System Rehabilitation
Terminal Ave Sewer System.
Council District:
Funding Source:
LQ)<LQ)<
LQ)<LQ)<LQ)<
IRUWKH)<EXGJHW
Project Name: Wastewater Treatment Plant/Discharge Elimination
Description: Monitor, evaluate/update County treatment facilities as required by the EPA under the
Clean Water Act.
Council District:
All
Funding Source:
General Obligation Bonds and State
DXWKRUL]DWLRQVDUH
IRUWKH)<EXGJHW
Project Name: Water Farm 1 System Rehabilitation
Water Farm 1 Sewer System.
Council District:
240
Funding Source:
LQ)<LQ)<LQ
)<LQ)<LQ)<DQG
IRUWKH)<EXGJHW
Project Name: White Clay Sewer Basin Rehabilitation
Description: Study and analysis of the White Clay Sanitary Sewer System.
Council District:
3, 9
Funding Source:
Reserve Account
IRUWKH)<EXGJHW
Project Name: Whitc Clay System Rehabilitation
White Clay Sewer System.
Council District:
1, 3, 5, 9
Funding Source:
LQ)<LQ)<
LQ)<LQ)<LQ)<
IRUWKH)<EXGJHW
Project Name: Wilmington System Rehabilitation
Wilmington Sewer System.
Council District:
Funding Source:
LQ)<LQ)<LQ
)<LQ)<LQ)<DQG
IRUWKH)<EXGJHW
241
STORMWATER MANAGEMENT PROJECTS
Project Name: General Stormwater Improvements
Description: Force account for major capital improvements, design, review and inspections.
Council District:
All
Funding Source:
Sewer Fund
LQ)<LQ)<LQ
)<LQ)<LQ)<DQG
DXWKRUL]DWLRQVDUH
Project Name: New Castle Conservation District
Description: To provide for future storm drainage projects to be planned, designed and constructed in
cooperation with the New Castle Conservation District.
Council District:
All
Funding Source:
Project Name: Stormwater Basin Renovation II
Description:0DMRUVWUXFWXUDOUHKDELOLWDWLRQDVGH¿QHGLQWKH8'&DQGIDLOHGEDVLQUHKDELOLWDWLRQ
242
Council District:
All
Funding Source:
IRUWKH)<EXGJHW
Currently all programmed buildings and facilities
FDSLWDO SURMHFWV ZLOO EH ¿QDQFHG IURP *HQHUDO
Obligation Bonds and General Fund.
Building Rehabilitation will appropriate additional
IXQGLQJLQ)<WKURXJK)<IRUDWRWDODPRXQW
of $8,333,813. Fleet Equipment will receive funding
IRU)<WKURXJK)<WRWDOLQJIRU
the purchase of heavy equipment, off road equipment
and vehicles. The County paving projects will receive
DWRWDORILQ)<)<DQG)<
DQG LQ IXWXUH \HDUV 7KLV ZLOO DOORZ WKH
County to continue improvements to the aging parking
lots and walkways. Vehicle Lift System will receive
DWRWDORILQ)<WKURXJK)<7KH
6HFXULW\ 3URMHFW ZLOO UHFHLYH LQ )<
WKURXJK)<WRLQVWDOOXSJUDGHGLQWHJUDWHGV\VWHPV
throughout various County facilities. To help eliminate
and prevent leaking in roof structures, funding in the
DPRXQWRILVEXGJHWHGLQIXWXUH\HDUV
To continue the County’s plan for protection of its
environment and facilities from hazardous substances
DVEHVWRV 3&%V UDGRQ FKHPLFDOV DQG XQGHUJURXQG
IXHOWDQNVWKH)<DQG)<EXGJHWVLQFOXGHDQ
DGGLWLRQDOIRUWKLVRQJRLQJFOHDQXS
The chart below is a six-year expenditure activity
graph for Facilities/Equipment. Annotated below is
the amount of available appropriations as of February
DQG WKH DSSURSULDWLRQV UHFRPPHQGHG DQG
DSSURYHGIRU)<
Facilities/Equipment and Landfill Activities
DVRI
$14.2 Million
$10.0
Millions
$8.0
5HFRPPHQGHG)<
$8.3 Million
$6.0
$4.0
$2.0
Approved FY2017
$8.3 Million
$0.0
11
Fiscal Year
12
13
14
15
16
Estimated
243
Facilities/Equipment (Continued)
(In Thousands)
Category/
Budget
Project
FY2017
Program
FY2018
Balance to
FY2019
FY2020
FY2021
5,388
FY2022
Complete
FACILITIES/EQUIPMENT
Building Rehabilitation
Fleet Equipment
Garage Renovations
General Paving
4,558
General Roof Renovations
Hazardous Substances & Asbestos Abatement
25
Inspection of Tanks Environmental Control
25
-
25
25
PAL Building Rehabilitation
831
325
Security
95
95
95
95
$8,334
$8,571
$8,607
$8,361
$7,533
$5,531
$2,595
$2,145
General Funding
5,388
4,558
$8,334
$8,571
$8,607
$8,361
$7,533
$4,558
Vehicle Lift System
Total Facilities/Equipment
$4,558
$300
FUNDING SOURCES
Federal
State
$300
The following pages include a schedule of projected operating expenses associated with projects included
LQ WKH )< &DSLWDO %XGJHW DQG D EULHI SUR¿OH RI HDFK SURMHFW LQFOXGHG LQ WKH )< &DSLWDO %XGJHW DQG
Program.
244
Facilities/Equipment (Continued)
Category/Project
Personnel
Other
Debt
FY2017
Service
Operating
Service
Budget
Costs
Costs
Costs
Total
FACILITIES/EQUIPMENT
Fleet Equipment
-
-
-
-*
Garage Renovations
-
-
General Paving
-
-
Hazardous Substances & Asbestos Abatement
-
-
Inspection of Tanks Environmental Control
-
-
PAL Building Rehabilitation
-
-
Security
-
-
$8,333,813
$0
$0
$456,308
$456,308
Building Rehabilitation
TOTAL SEWER
*Tax Stabilization Reserve Account
LGHQWL¿FDWLRQ
FACILITIES/EQUIPMENT AND LANDFILL PROJECTS
Project Name: Building Rehabilitation
Description: Capital improvements to County buildings as required.
Council District:
All
Funding Source:
LQ)<DQGLQ)<
WKURXJK)<7RWDOSURMHFWFRVWVLQFOXGLQJSULRU
DXWKRUL]DWLRQVDUH
IRUWKH)<EXGJHW
245
Project Name: Fleet Equipment
Description: Purchase of heavy equipment, off road equipment and vehicles. Funds for these
purchases will come from the General Fund.
Council District:
All
Funding Source:
Tax Stabilization Reserve Account
LQ)<LQ)<
LQ)<LQ)<
LQ)<DQGLQ)<
Project Name: Garage Renovations
Description: Electrical and mechanical systems upgrades to the garage.
Council District:
Funding Source:
LQ)<DQG)<7RWDOSURMHFWFRVWV
IRUWKH)<EXGJHW
Project Name: General Paving
Description: Paving at various County locations including: curbs, sidewalks and drainage repairs.
Council District:
All
Funding Source:
LQ)<LQ)<DQG)<
DQGLQIXWXUH\HDUV7RWDOSURMHFWFRVWVLQFOXGLQJ
IRUWKH)<EXGJHW
Project Name: General Roof Renovations
Description: Project for major rehabilitation at various County facilities.
246
Council District:
All
Funding Source:
LQIXWXUH\HDUVWRFRPSOHWHWKHSURMHFW7RWDO
Project Name: Hazardous Substances & Asbestos Abatement
Description: Abatement and/or disposal of asbestos and other hazardous materials.
Council District:
All
Funding Source:
LQ)<DQGLQ)<DQG)<
IRUWKH)<EXGJHW
Project Name: Inspection of Tanks Environmental Control
Description:,QVSHFWLRQRIWDQNVUHSODFLQJUHWUR¿WWLQJDQGPRQLWRULQJ
Council District:
All
Funding Source:
LQ)<DQGLQ)<DQG)<
IRUWKH)<EXGJHW
Project Name: PAL Building Rehabilitation
Description:5HKDELOLWDWLRQWR*DU¿HOGDQG+RFNHVVLQ3$/WRLQFOXGHÀRRUVFHLOLQJ+9$&VLJQDJH
and paving.
Council District:
Funding Source:
LQ)<DQGLQ)<7RWDO
SURMHFWFRVWVDUH
IRUWKH)<EXGJHW
247
Project Name: Security
Description: Install upgraded integrated security systems at various county facilities, including the
Gilliam Building, Connor Building, Base D, Southern Patrol and Library.
Council District:
All
Funding Source:
IRUWKH)<EXGJHW
Project Name: Vehicle Lift System
Description: Replacement of vehicle lifts in the garage.
248
Council District:
Funding Source:
Parks
7KH 'HSDUWPHQW RI 6SHFLDO 6HUYLFHV KDV UHVSRQVLELOLW\ IRU GHYHORSLQJ DQG PDLQWDLQLQJ RYHU DFUHV RI
parkland controlled by New Castle County. Land development projects must be consistent with the department’s
Comprehensive Development Plan for expansion and development of existing and new parks/recreational facilities.
Land acquisition projects must also be in conformance with the department’s Comprehensive Development Plan
to expand strategic land holdings for the preservation of natural areas and the development of district and regional
parks, as approved.
Although the County has received Federal funding assistance with land acquisition and development projects
in the past, the approved six-year Capital Program for parks does not include any Federal funding. Therefore,
DOOSURJUDPPHGSDUNSURMHFWVLQFOXGHGLQWKH)<&DSLWDO3URJUDPZLOOEHIXQGHGZLWK*HQHUDO2EOLJDWLRQ
Bonds of New Castle County and State funding for Carousel Park.
,QWKH)<&DSLWDO%XGJHWKDVEHHQDXWKRUL]HGIRUFRQWLQXHGLPSURYHPHQWVWR1HZ&DVWOH
County regional parks, game courts, play areas and general parkland improvements.
7KH )< &DSLWDO %XGJHW DQG 3URJUDP LQFOXGHV IXQGLQJ IRU GHYHORSPHQW RI DFWLYH UHFUHDWLRQ IDFLOLWLHV
'LVWULFW3DUNVZLOOUHFHLYHDWRWDORI
IURP)<WKURXJK)<*DPH&RXUWV
ZLOOUHFHLYHIURP)<WKURXJK
)< *HQHUDO 3DUNODQG ,PSURYHPHQWV
)< *UHHQZD\ SURMHFWV ZLOO UHFHLYH
IURP )< WKURXJK )<
New Castle County Maintenance Bases will
UHFHLYH IURP )< WKURXJK
)< 0LVFHOODQHRXV SDUN SURMHFWV 6SRUWV
Lighting, Rockwood and Pavilion Renovations
)< 1HLJKERUKRRG 3DUNV ZLOO UHFHLYH
LQ)<3OD\$UHD,PSURYHPHQWV
ZLOO UHFHLYH IURP )< WR
)<
New Castle County regional parks will
UHFHLYH D WRWDO DPRXQW RI IURP
)< WR )< IRU WKH IROORZLQJ 3DUNV
Carousel Park
6RXWKHUQ5HJLRQDO3DUNZLOOUHFHLYH
LQ )< IRU VLWH LQYHVWLJDWLRQ SODQQLQJ DQG FRQVWUXFWLRQ 0LGGOH 5XQ 9DOOH\ 5HIRUHVWDWLRQ ZLOO UHFHLYH
LQ )< DQG LQ )< IRU GHYHORSPHQW DQG LPSURYHPHQWV WR WKH 0LGGOH 5XQ 9DOOH\ 1DWXUDO
$UHD3URSHUW\0LGGOH5XQ9DOOH\%LF\FOH6NLOOV$UHDZLOOUHFHLYHLQ)<*ODVJRZ5HJLRQDO
3DUN +HUPLWDJH ZLOO UHFHLYH LQ )< WR FRQWLQXH WKH UHKDELOLWDWLRQ HIIRUW RI WKH *ODVJRZ 3DUN
+HUPLWDJH 'HOFDVWOH 3DUNLQJ 5HQRYDWLRQV ZLOO UHFHLYH LQ )< *ODVJRZ 5HJLRQDO 3DUN ZLOO
UHFHLYHLQ)<DQG)<WRFRQWLQXHGHYHORSPHQWDQGLPSURYHPHQWVRIWKHUHJLRQDOSDUNLQ
the Glasgow Area.
The following page includes a six-year expenditure activity graph for Parks.
249
Parks (Continued)
The chart shown below is a six-year expenditure activity graph for Parks. Annotated below the chart is the
DPRXQWRIDYDLODEOHDSSURSULDWLRQVDW)HEUXDU\DQGWKHDSSURSULDWLRQVUHFRPPHQGHGDQGDSSURYHGIRU
)<
Parks
$10.0
Millions
$8.0
$6.0
$4.0
$2.0
$0.0
11
12
13
14
Fiscal Year
15
16
Estimated
DVRI
$24.2 Million
5HFRPPHQGHG)<
$11.2 Million
Approved FY2017
$11.2 Million
250
Parks (Continued)
(In Thousands)
Category/
Budget
Project
FY2017
Program
FY2018
FY2019
FY2020
Balance to
FY2021
FY2022
Complete
PARKS
Delcastle Parking Renovations
District Park #5
Game Court Improvements
General Parkland Improvements
Glasgow Regional Park
Glasgow Regional Park Hermitage
Greenway Systems
Historic Structure Rehabilitation
Innovation District Parks Rehabilitation
Maintenance Base Renovations
Middle Run Valley Bicycle Skills Area
Middle Run Valley Reforestation
Pavilion Renovations
225
225
225
225
225
225
Play Area Improvements
Parkland Acquisition
Rockwood Park
Southern Regional Park
Sports Lighting
Total Parks
$11,195
$6,325
$7,425
$5,925
$5,625
$5,225
$11,195
$5,925
$5,225
$11,195
$6,325
$7,425
$5,925
$5,625
$5,225
$0
FUNDING SOURCES
Bonds
Federal
State
Other
$0
The following pages include a schedule of projected operating expenses associated with projects included
LQ WKH )< &DSLWDO %XGJHW DQG D EULHI SUR¿OH RI HDFK SURMHFW LQFOXGHG LQ WKH )< &DSLWDO %XGJHW DQG
Program.
251
Parks (Continued)
Category/Project
Personnel
Other
Debt
FY2017
Service
Operating
Service
Budget
Costs
Costs
Costs
Total
PARKS
-
-
Game Court Improvements
General Parkland Improvements
-
-
Glasgow Regional Park
-
-
Glasgow Regional Park Hermitage
-
-
-
-
-
-
Innovation District Tri-Parks Rehabilitation
-
-
Maintenance Base Renovations
-
-
Pavilion Renovations
-
-
Play Area Improvements
-
-
Delcastle Parking Renovations
District Park #5
Greenway Systems
Historic Structure Rehabilitation
Southern Regional Park
Sports Lighting
TOTAL PARKS
-
-
$11,195,000
$23,255
$5,150
$923,585
$951,990
LGHQWL¿FDWLRQ
PARKS
Project Name: Delcastle Parking Renovations
Description: Planned phased renovations of sidewalks, curbing, parking surfaces, etc.
252
Council District:
Funding Source:
9
'HEWVHUYLFHFRVWVIRUWKH\HDUERUURZLQJZLOO
GHFUHDVHIRUWKH)<EXGJHW
Project Name: District Park #5
Description: Master plan, design, and construction to develop a district park located in Red Lion.
Council District:
Funding Source:
General Obligation Bonds and Impact Fees
LQ)<DQG)<DQGLQ
)<7RWDOSURMHFWFRVWVLQFOXGLQJSULRUDXWKRUL]DWLRQV
DUH
IRUWKH)<EXGJHW
Project Name: Game Court Improvements
Description:,PSURYHPHQWVDQGUHQRYDWLRQVWRH[LVWLQJWHQQLVDQGEDVNHWEDOOFRXUWV6SHFL¿FJDPH
FRXUWDUHDVWREHLGHQWL¿HGLQ\HDURIDXWKRUL]DWLRQ
Council District:
All
Funding Source:
IRUWKH)<EXGJHW
Project Name: General Parkland Improvements
Description: Development and renovations of parks and recreation facilities, including construction
materials, architectural services, and other authorized park improvements.
Council District:
All
Funding Source:
General Obligation Bonds and State
IRUWKH)<EXGJHW
Project Name: Glasgow Regional Park
Description: Development of a regional park facility in the Glasgow area.
Council District:
11
Funding Source:
General Obligation Bonds, General Fund, and Impact Fees
IRUWKH)<EXGJHW
253
Project Name: Glasgow Regional Park Hermitage
Description: Rehabilitation effort of the Glasgow Regional Park Hermitage.
Council District:
11
Funding Source:
DXWKRUL]DWLRQVDUH
IRUWKH)<EXGJHW
Project Name: Greenway Systems
Description: Cross County pathway connector system for multi-use walking and biking.
Council District:
All
Funding Source:
General Obligation Bonds, State, and Private Donations
IRUWKH)<EXGJHW
Project Name: Historic Structure Rehabilitation
Description: Rehabilitation of historic structures to encourage curatorship program participation:
-HVWHU)DUP+RXVHQRQKLVWRULF,Y\VLGH%HFKWHO3DUN
Council District:
2, 8
Funding Source:
DUH
IRUWKH)<EXGJHW
Project Name: Innovation District Tri-Parks Rehabilitation
Description: Design and installation of through trails, perimeter trails, game court improvements, and
security/safety improvements.
Council District:
254
Funding Source:
DXWKRUL]DWLRQVDUH
IRUWKH)<EXGJHW
Project Name: Maintenance Base Renovations
Description: Construct new crew space and storage facilities and renovations as required.
Council District:
All
Funding Source:
LQ)<LQ)<DQG
IRUWKH)<EXGJHW
Project Name: Middle Run Valley Bicycle Skills Area
Description: Construction of small bicycle track and skills facility for children and bike users.
Council District:
3
Funding Source:
DXWKRUL]DWLRQVDUH
Project Name: Middle Run Valley Reforestation
Description: Development and improvements to the Middle Run Valley Natural Area property.
Council District:
3, 9
Funding Source:
Project Name: Parkland Acquisitions
Description: Parkland acquisition.
Council District:
All
Funding Source:
LQ)<WKURXJK)<DQGLQ
DUH
255
Project Name: Pavilion Renovations
Description: Renovations of pavilions at various parks.
Council District:
All
Funding Source:
IRUWKH)<EXGJHW
Project Name: Play Area Improvements
Description: Installation of play equipment in various parks as required.
Council District:
All
Funding Source:
IRUWKH)<EXGJHW
Project Name: Rockwood Park
Description: Restoration and renovations for facility and grounds.
256
Council District:
8
Funding Source:
DXWKRUL]DWLRQVDUH
Project Name: Southern Regional Park
Description: Development of a Southern Regional Park.
Council District:
Funding Source:
General Obligation Bonds and Impact Fees
DXWKRUL]DWLRQVDUH
IRUWKH)<EXGJHW
Project Name: Sports Lighting
Description:/LJKWLQJRIH[LVWLQJVSRUWV¿HOGV
Council District:
All
Funding Source:
LQ)<DQGLQ)<WKURXJK
DUH
IRUWKH)<EXGJHW
257
Department of Community Services
Libraries
The Department of Community Services provides library services, community development and recreational
activities to County residents. The Parks and Recreational Advisory Board provides input on departmental
programs.
Sports and recreational programs offered by the Department:
x
Sports Leagues and tournaments
x
Adult activities at PAL Centers
x
Courses and workshops at the Art Studio
x
Summer Camps
x
Special events
The County’s library system provides a total of 15 locations. Nine facilities are directly administered by
WKH'HSDUWPHQW$SSRTXLQLPLQN&OD\PRQW1HZ&DVWOH&RXQW\%UDQG\ZLQH+XQGUHG+RFNHVVLQ.LUNZRRG
1HZDUN %HDU (OVPHUH DQG :RRGODZQ /LEUDU\ ¿YH DUH FRQWUDFWXDOO\ PDQDJHG &RUELW&DOORZD\ 'HODZDUH
&LW\1HZ&DVWOH:LOPLQJWRQDQGLWVRQHEUDQFKWKH1RUWK:LOPLQJWRQ%UDQFKDQGRQHQHLJKERUKRRGOLEUDU\
*DU¿HOG3DUN/LEUDU\&DSLWDO3URJUDPREMHFWLYHVLQFOXGH
Library Facilities - Continue construction for the Route 9 Community Library. Begin design and planning
IRU6RXWKHUQ/LEUDU\LQ)<
,Q1HZ&DVWOH&RXQW\VWUXFWXUHGDSXEOLFSULYDWHSDUWQHUVKLSIRUWKHFRQVWUXFWLRQRIQHZOLEUDULHV7KLV
parternship allowed for the sharing of construction costs amongst the State, County and the private sector. It also
allowed for private input on the design and needs of the new libraries.
5RXWH&RPPXQLW\/LEUDU\ZLOOUHFHLYHIXQGLQJRILQ)<6RXWKHUQ/LEUDU\LVSURJUDPPHG
WRUHFHLYHLQ)<
7KHIROORZLQJSDJHVLQFOXGHDVL[\HDUH[SHQGLWXUHDFWLYLW\JUDSKWKH)<&DSLWDO%XGJHWDQG3URJUDP
LQFOXGLQJIXQGLQJVRXUFHVDQGDSUR¿OHRIHDFKSURMHFWLQFOXGHGLQWKH)<&DSLWDO%XGJHWDQG3URJUDP
Artist’s rendering of Route 9 Library
258
Department of Community Services (Continued)
The accompanying chart is a six-year expenditure activity graph for the Community Services Department.
$QQRWDWHGEHORZWKHFKDUWLVWKHDPRXQWRIDYDLODEOHDSSURSULDWLRQVDVRI)HEUXDU\DQGWKHDSSURSULDWLRQV
UHFRPPHQGHGDQGDSSURYHGIRU)<
Community Services
$12.0
Millions
$10.0
$8.0
$6.0
$4.0
$2.0
$0.0
11
12
13
14
15
Fiscal Year
16
Estimated
5HFRPPHQGHG)<
$7.5 Million
DVRI
$21.6 Million
Approved FY2017
$7.5 Million
(In Thousands)
Category/
Budget
Project
FY2017
Program
FY2018
FY2019
FY2020
Balance to
FY2021
FY2022
Complete
LIBRARIES
Route 9 Community Library
Southern Library
Total Libraries
3,933
$7,522
$3,933
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
FUNDING SOURCES
Federal
State
1,199
Other
$7,522
3,933
$3,933
259
Category/Project
Personnel
Other
Debt
FY2017
Service
Operating
Service
Budget
Costs
Costs
Costs
Total
COMMUNITY SERVICES
Route 9 Community Library
TOTAL COMMUNITY SERVICES
$7,522,233
$609,070
$200,000
$501,012
$1,310,082
LGHQWL¿FDWLRQ
LIBRARIES
Project Name: Route 9 Community Library
Description:&RQVWUXFWLRQRIDVTXDUHIRRW&RPPXQLW\/LEUDU\LQWKH5RXWHFRUULGRU
260
Council District:
Funding Source:
State Funding, General Obligation Bonds and Private Donations
DXWKRUL]DWLRQVDUH
IRUWKH)<EXGJHW
Project Name: Southern Library
Description: Construction of a library facility in Southern New Castle County.
Council District:
Funding Source:
General Obligation Bonds, State, and Private Donations
DXWKRUL]DWLRQVDUH
261
Department of Public Safety
7KH 'HSDUWPHQW RI 3XEOLF 6DIHW\ SURYLGHV ODZ HQIRUFHPHQW HPHUJHQF\ FRPPXQLFDWLRQV HPHUJHQF\
medical services, and emergency preparedness services to the residents of New Castle County. The following
EULHÀ\GHVFULEHVWKH'HSDUWPHQW¶VIXQFWLRQVDQGREMHFWLYHVLQWKLV\HDU¶V&DSLWDO%XGJHWDQG3URJUDP
The New Castle County Police represent the largest municipal law enforcement agency in the State of
'HODZDUH3URYLGLQJMXULVGLFWLRQDOSROLFHVHUYLFHVWRRYHUUHVLGHQWVRI1HZ&DVWOH&RXQW\WKH\UHVSRQG
to emergency and non-emergency calls for service in all unincorporated and some incorporated areas in New
Castle County. Capital Program objectives include:
Law Enforcement Facilities - Establish community facilities to better serve the needs of County residents
DQGSROLFHRI¿FHUV
Communication Improvements3URWHFWWKHOLYHVRISROLFHRI¿FHUVDQGUHVLGHQWVWKURXJKVWDWHRIWKHDUW
equipment and technology.
7KH3XEOLF6DIHW\)DFLOLW\5HQRYDWLRQV3URMHFWLVDXWKRUL]HGWRUHFHLYHLQ)<DQG
LQ)<7KH3ROLFH5DQJHLVSURJUDPPHGIRULQ)<3XEOLF6DIHW\(TXLSPHQWZLOOUHFHLYH
IURP)<WKURXJK)<&ULPH/DEZLOOUHFHLYHLQ)<7KH&ULPH)LJKWLQJ
3ODWIRUPZLOOUHFHLYHLQ)<WKURXJK)<
The Emergency Communications Division serves as the vital link between the populace of New Castle County
DQGDOOUHODWHGUHTXHVWVIRUSROLFH¿UHDQGDPEXODQFHVHUYLFH$GGLWLRQDOO\WKH(PHUJHQF\&RPPXQLFDWLRQV
Division assists in the dispatch of other municipal user groups and other incorporated municipal police agencies.
Capital Program objectives include:
Communication Improvements - Protection of County residents through state-of-the-art communications
networks.
7KH (PHUJHQF\ &RPPXQLFDWLRQV 'LYLVLRQ 0J+= &RPPXQLFDWLRQV (TXLSPHQW 3URMHFW LV EXGJHWHG WR
UHFHLYHLQ)<7KH&RPSXWHU6\VWHPZLOOUHFHLYHLQ)<DQGLQ)<
WREHJLQXSJUDGHVZLWKLQWKH&RXQW\DQG6WDWH3XEOLF6DIHW\9HVW3URWHFWLRQ3URJUDPZLOOUHFHLYHLQ
)<WKURXJK)<&RPPXQLFDWLRQV8SJUDGHDQG0J+]&RPPXQLFDWLRQV(TXLSPHQWZLOOUHFHLYH
WRWDOIXQGLQJRILQ)<WKURXJK)<
Public Safety Building
262
Department of Public Safety (Continued)
The
Emergency
Medical
Services
Division provides for direct medical services
to all life threatening and non-life threatening
emergencies. The advanced life support units,
working in conjunction with all volunteer
¿UH FRPSDQLHV QRZ SURYLGH IRU D SURJUDP
which establishes the best in initial medical
observations and stabilization during medical
VLWXDWLRQV(06VWDWLRQVZLOOUHFHLYH
LQ)<IRUWKHFRQVWUXFWLRQDQGFRPSOHWLRQ
of a new EMS Station in Odessa and a study for
additional sites within the County.
The accompanying chart is a six-year
expenditure activity graph for the Department
of Public Safety. Annotated below the chart
is the amount of available appropriations as of
)HEUXDU\/LVWHGEHORZLVDVFKHGXOH
RIWKH)<&DSLWDO3URJUDP
Public Safety
$7.0
Millions
$6.0
$5.0
$4.0
$3.0
$2.0
$1.0
$0.0
11
12
14
15
16
Estimated
5HFRPPHQGHG)<
$3.6 Million
DVRI
$9.8 Million
13
Fiscal Year
Approved FY2017
$3.6 Million
Category/
Budget
Project
FY2017
Program (In Thousands)
FY2018
FY2019
FY2020
Balance to
FY2021
FY2022
Complete
$0
$0
$0
$0
$0
$0
PUBLIC SAFETY
0J+]&RPPXQLFDWLRQV(TXLSPHQW
Communications Upgrade
Computer System
Crime Fighting Platform
119
119
Crime Lab
EMS Stations
Police Range
119
Public Safety Building Renovations
415
Public Safety Equipment
459
Public Safety Vest Protection Program
$3,555
$12,730
$6,937
$219
$219
95
15
15
Westover Hills Trailer
Total Public Safety
219
FUNDING SOURCES
Federal
State
Other
34
34
34
$3,555
$12,730
$6,937
$219
The following pages include a schedule of projected operating expenses associated with projects included in the
)<&DSLWDO%XGJHWDQGDEULHISUR¿OHRIHDFKSURMHFWLQFOXGHGLQWKH)<&DSLWDO%XGJHWDQG3URJUDP
263
Personnel
Other
Debt
FY2017
Service
Operating
Service
Budget
Costs
Costs
Costs
Category/Project
Total
PUBLIC SAFETY
Computer System
0J+=&RPPXQLFDWLRQV(TXLSPHQW
-
-
-
-
Crime Fighting Platform
-
-
Public Safety Building Renovations
-
-
Public Safety Equipment
-
**
Public Safety Vest Protection Program
-
-
25,918
25,918
***
-
-
$3,554,590
$0
$10,000
$565,303
$575,303
Communications Upgrade
Westover Hills Trailer
TOTAL PUBLIC SAFETY
*
*Part State funding
**Tax Stabilization Reserves
***Part State, Impact Fees
as a blue shaded box and include the Operating Budget impact. See Reader’s Guide, Page 4, for Council
'LVWULFWLGHQWL¿FDWLRQ
PUBLIC SAFETY
Project Name: 800 MgHZ Communications Equipment
Description:3XUFKDVHQHZHTXLSPHQWWKURXJK)<
Council District:
Funding Source:
All
DXWKRUL]DWLRQVDUH
IRUWKH)<EXGJHW
Project Name: Computer System
Description: Purchase and install department computer network to include hardware, software, planning,
training and management fees.
264
Council District:
All
Funding Source:
General Obligation Bonds, Federal and State Funding
IRUWKH)<EXGJHW
Project Name: Communications Upgrade
Description: FCC mandate to upgrade voice paging system, and the enhancement of Emergency
Communications equipment.
Council District:
All
Funding Source:
IRUWKH)<EXGJHW
Project Name: Crime Fighting Platform
Description: Yearly licenses, maintenance and managed services, service fees.
Council District:
Funding Source:
All
General Obligation Bonds and Technology Fund
IRUWKH)<EXGJHW
Project Name: Crime Lab
Description: Construction of a crime lab to be used for independent forensic testing of evidence.
Council District:
All
Funding Source:
General Obligation Bond
DXWKRUL]DWLRQVDUH
Project Name: EMS Stations
Description: Design and construction of new paramedic emergency medical stations in New Castle County.
Council District:
All
Funding Source:
General Obligation Bonds, State Funding, and Impact Fees.
DXWKRUL]DWLRQVDUH
Project Name: Police Range
Description: Design and construction of a new police shooting range.
Council District:
All
Funding Source:
General Obligation Bonds, State Funding, and City of
Wilmington
LQ)<DQGLQ)<7RWDO
265
Project Name: Public Safety Building Renovations
Description:&RUUHFWVHYHUDOGHVLJQGH¿FLHQFLHVWKDWDUHFULWLFDOVXFKDVWKH+9$&V\VWHPVSULQNOHU
system, electrical and domestic water system.
Council District:
All
Funding Source:
LQ)<DQGLQ)<7RWDO
IRUWKH)<EXGJHW
Project Name: Public Safety Equipment
Description: Replace specialized equipment such as AEDs and tasers incrementally.
Council District:
All
Funding Source:
General Obligation Bonds and Tax Stabilization Reserve
Account
LQ)<LQ)<LQ
)<DQGLQ)<7RWDOSURMHFWFRVWV
IRUWKH)<EXGJHW
Project Name: Public Safety Vest Protection Program
Description:3XUFKDVHUHSODFHPHQWSURWHFWLYHYHVWVIRUSROLFHRI¿FHUVDQGWKH(06VWDII
Council District:
All
Funding Source:
Impact Fees and General Obligation Bonds
LQ)<WKURXJKLQ)<7RWDOSURMHFW
IRUWKH)<EXGJHW
Project Name: Westover Hills Trailer
Description: Purchase of trailer in Westover Hills.
266
Council District:
2
Funding Source:
State
Department of Administration
7KH'HSDUWPHQWRI$GPLQLVWUDWLRQSURYLGHVVXSSRUWVHUYLFHWRDOOGHSDUWPHQWVDQGRI¿FHV&HQWUDOL]HGVHUYLFHV
provided by this department include:
x
x
x
x
x
x
Finance
Human Resources
Law
Information Systems
Procurement
&HQWUDO6HUYLFHVPDLOSULQWLQJUHFRUGVPDQDJHPHQWVWRUHURRP
7R FRPSOHWH ,QIRUPDWLRQ 6\VWHPV SURJUDP REMHFWLYHV WKH )< &DSLWDO %XGJHW DQG 3URJUDP LQFOXGHV
LQ)<LQ)<WKURXJK)<DQGLQ)<DQG)<7KHVH
funds will help us to continue to provide a Countywide computer communications network and implement
additional technical business solutions throughout the County.
7HFKQRORJ\ ,PS (OHFWURQLF 3ODQ 5HYLHZ ZLOO UHFHLYH LQ )< DQG LQ )< DQG
)< 7KHVH IXQGV ZLOO EH XVHG WR REWDLQ DQG FRPSOHWH WKH LPSOHPHQWDWLRQ RI WKH HOHFWURQLF SODQ UHYLHZ
software.
7KHIROORZLQJSDJHLQFOXGHVWKH)<&DSLWDO%XGJHWDQG3URJUDPLQFOXGLQJIXQGLQJVRXUFHVDVFKHGXOH
RISURMHFWHGRSHUDWLQJH[SHQVHVDVVRFLDWHGZLWKSURMHFWVLQFOXGHGLQWKH)<&DSLWDO%XGJHWDQGDSUR¿OHRI
HDFKSURMHFWLQFOXGHGLQWKH)<&DSLWDO%XGJHWDQG3URJUDP
The chart shown below is a six-year expenditure activity graph for the Department of Administration.
$QQRWDWHGZLWKWKHFKDUWLVWKHDPRXQWRIDYDLODEOHDSSURSULDWLRQVDVRI)HEUXDU\DQGWKHDSSURSULDWLRQV
UHFRPPHQGHGDQGDSSURYHGIRU)<
Administration
$4.0
Millions
$3.0
$2.0
$1.0
$0.0
11
12
13
14
Fiscal Year
DVRI
$5.3 Million
15
16
Estimated
5HFRPPHQGHG)<
$2.6 Million
Approved FY2017
$2.6 Million
267
Department of Administration (Continued)
(In Thousands)
Category/
Budget
Project
FY2017
Program
FY2018
FY2019
FY2020
Balance to
FY2021
FY2022
Complete
ADMINISTRATION
Information Systems Expansion II
$2,451
13
13
$2,559
$2,209
$2,209
$2,196
$1,696
$1,696
$1,928
$2,559
$2,209
$2,209
$2,196
$1,696
$1,696
Technology Imp. Electronic Plan Review
Total Administration
$0
FUNDING SOURCES
General Fund
Federal
State
Other
$0
Category/Project
Personnel
Other
Debt
FY2017
Service
Operating
Service
Budget
Costs
Costs
Costs
Total
Administration
Information Systems Expansion
Technology Imp. Electronic Plan Review
TOTAL ADMINISTRATION
**
-
-
**
$2,559,200
$0
$0
$159,077
$159,077
**Tax Stabilization Reserve Account
268
Department of Administration (Continued)
LGHQWL¿FDWLRQ
ADMINISTRATION
Project Name: Information Systems Expansion II
Description: Identify and implement additional technical business solutions.
Council District:
All
Funding Source:
General Obligation Bonds and Tax Stabilization Reserve Account.
LQ)<LQ)<WKURXJK)<
DQGLQ)<DQG)<7RWDOSURMHFWFRVWV
IRUWKH)<EXGJHW
Project Name: Technology Imp. Electronic Plan Review
Description: Utilize technology to streamline plan review process, provide consistency and improve
coordination.
Council District:
All
Funding Source:
Tax Stabilization Reserve Account.
LQ)<DQGLQ)<DQG)<7RWDO
IRUWKH)<EXGJHW
269
County Executive
7KH1HZ&DVWOH&RXQW\([HFXWLYH2I¿FHKDVRQH&DSLWDO&RQWLQJHQF\3URMHFW7KLVSURMHFWLVEXGJHWHGWR
meet increased costs of an authorized project. Generally this is done when increased costs are not in excess of
:KHQFRVWLQFUHDVHVDUHH[FHVVLYHD&RXQW\RUGLQDQFHLVSUHSDUHGWRLQFUHDVHSURMHFWDSSURSULDWLRQV
Since expenditures are not recorded in the Contingency Projects, a six-year expenditure activity graph is not
SUHVHQWHG$QQRWDWHGEHORZLVWKHDPRXQWRIDYDLODEOHDSSURSULDWLRQVDVRI)HEUXDU\DQGWKH)<
Capital Program Summary for the County Executive.
DVRI
$0.6 Million
270
5HFRPPHQGHG)<
$0.0 Million
Approved FY2017
$0.0 Million
MISCELLANEOUS STATISTICS
Date of Reorganization
Form of Government
County Seat
Area
Density
January, 1967
Council-Executive
Wilmington
426 square miles
1,296 per square mile
Population – 2015
555,779
Population – 2020 Estimate
571,785
Population – 2030 Estimate
596,006
Households – 2015
204,459
Labor Force – Nov 2015
290,415
Population – Gender Composition – 2014
51.5% - Female
48.5% - Male
The following selected statistics represent New Castle County governmental services and facilities. Similar services and
facilities provided by the State and incorporated municipalities are not included in the following statistics:
Police Services:
Number of Stations/Substations
4
Number of Officers Authorized
400
Fire Protection:
Volunteer Companies
21
Emergency Medical Services:
Number of Stations/Substations
Number of Paramedics Authorized
9
122
School Crossing Guards:
School Districts Served
6
Libraries:
Number Directly Administered
9
Number Under Contract
5
Number Lending
1
Circulation
4.0 million*
*Reflects the County’s conversion to the State of Delaware system.
Appendix
271
MISCELLANEOUS STATISTICS (Continued)
Parks:
Regional Park Acreage
3,224.9
Local/District Park Acreage
2,697.7
Number of Parks
245
Recreation Facilities:
Big Toy Play Equipment Units
Golf Courses
Softball/Baseball Fields
Football Fields
Basketball Courts
Tennis Courts
Museums
131
1
92
3
100
70
1
Soccer Fields
38
Riding Stables
1
Airports:
1
Sewer Facilities System:
Residential Accounts
Major Industrial Accounts
Commercial Accounts
Apartment Complex Accounts
Contractual User Accounts
Miles of Sanitary Sewer – Sewer Maintenance
Pump Stations
Treatment Plants
Full-Time Authorized Positions
118,653
23
3,629
223
5
1,744
176
4
1,600
Additional statistical information regarding revenues, expenditures, assessments, tax rates, population and
other demographic information is provided in the County’s Comprehensive Annual Financial Report (CAFR).
Copies of this document may be obtained from the County’s Budget Office (302-395-5169).
272
Appendix
New Castle County
Position Changes by Department
FY2016 to FY2017
Department
Fund
County Council General
Position Title
Legislation
Financial Advisor
Director of Communications
-1
Office of Economic
Development
Executive Assistant II
-1
Office of
Communications
Total County Council
County
Executive
General
General
Administrative
Services
0
Row Office Legal Asst.
-2
1
Row Office Legal Aide
0
-2
Asst. County Attorney II
0
2
77
-1
Asst. County Attorney I
1
Executive Assistant IV
-1
Confidential Asst.
Programmer Analyst
Accounting/Fiscal Mgr.
1
-1
1
1
-1
2
-1
Accounting/Fiscal Officer
-1
Sr. Budget/Proc. Analyst
-1
1
1
Treasury Cust. Svc. Rep.
1
1
-1
Certified Assessor II
3
Assessor II
-3
Certified Assessor I
3
Assessor I
-3
Assessment Tech.
Appendix
14
2
Account Clerk II
Total Administration
2
-2
Account Clerk III
Human Resources
34
1
Accountant I
Finance
0
1
Senior Financial Officer
Administration General
0
1
77
Risk Management
0
Executive Assistant III
Total Row Offices
Law
1
13
Clerk of the Peace
FY17
Authorized
1
34
Total County Executive
Row Offices
FY16
FY17
Dept
Deleted
Additions
Authorized Unfunded*
Transfer
Division
-1
Confidential Asst.
1
161
3
-13
-1
13
160
273
New Castle County
FY2016 to FY2017
Department
Fund
Division
Position Title
FY16
FY17
Dept
Deleted
Additions
Transfer
Spec. Svcs. Finance Ofc.
Administration
-1
Department Finance Ofc.
1
Account Clerk III
-1
Accountant I
1
Auto Mechanic
Fleet Operations
1
Auto Parts Clerk
-1
-1
Auto Mechanic Helper
1
Bldg. Maint. Mechanic
General
Special Services
-1
Spec. Svcs. Data Tech.
1
Service Request Coord.
-1
Trades Helper
1
Property Maint. Tech.
1
Tree Surgeon
-1
Motor Equip. Operator II
-1
Motor Equip. Operator I
1
Spec. Svcs. Specialist I
4
Maint. & Const. Worker
-3
Landscape Architect
Engineering
Environmental
Operations
1
Civil Engineer I
1
Pub. Wrks. Contrcts Ofcr.
-1
Service Request Coord.
-1
Spec. Svcs. Data Tech.
1
Pipelayer Supervisor
1
Pipelayer
-1
Maint. & Const. Worker
Sewer
1
Motor Equip. Operator II
Plant Operations
1
Electrician Apprentice
-1
Pumping Stat. Mech. Appr.
1
Spec. Svcs. Request Coord.
Environmental
Compliance
-1
Asst. County Attorney II
1
Asst. County Attorney I
-1
390
3
Comm. Svcs. Finance Ofc.
-16
0
-1
1
Administrative Aide
Community Resources
Community
Services
-1
Asst. Comm. Svcs. Admin.
1
Barn Manager
1
Librarian I
Libraries
1
CD&H
2
Library Specialist
2
Principal Library Assistant
1
Library Assistant
Grant
-3
Executive Assistant I
-1
Housing Financial Advisor
-1
Housing Mgmt. Analyst
Total Community Services
274
390
1
Comm. Svcs. Coord.
General
16
-1
Administration
FY17
Authorized
1
148
1
-8
0
10
150
Appendix
New Castle County
FY2016 to FY2017
Department
Fund
Division
Position Title
FY16
FY17
Dept
Deleted
Additions
Transfer
Administration
1
Sr. Budget/Proc. Analyst
-1
Land Use Administrator
-1
Cust. Info. & Asst. Coord.
1
Development Facilitator
Planning
1
Planner III
-2
Planner II
1
Secretary
Land Use
General
-1
Licensing Manager
1
1
Civil Engineer II
Licensing
-2
Civil Engineer I
2
Cert. Bldg./Site Inspector
-4
Cust. Info. & Asst. Coord.
-1
Code Inspector
1
Chief Field Supervisor
1
Land Use Svcs. Admin.
1
Asst. Land Use Admin.
Customer Relations and
Cert. Prop./Hsg. Main. Ins.
Enforcement
-1
-2
2
Confidential Asst.
Total Land Use
Appendix
FY17
Authorized
-1
118
0
-16
0
13
115
275
New Castle County
FY2016 to FY2017
Department
Fund
Division
Administration
Position Title
FY16
FY17
Dept
Deleted
Additions
Transfer
Confidential Asst.
1
Administrative Aide
-1
Deputy Chief of Police
1
Sr. Police Lieutenant
2
Police Lieutenant
-2
Sr. Police Sergeant
5
Police Sergeant
Police Operations
-3
Master Police Corporal
19
Sr. Police Corporal
-14
Police Corporal
-2
Police Officer
9
Legal Secretary
Public Safety
General
-1
Secretary
1
EMS Paramedic Sr. Lt.
1
EMS Paramedic Sr. Sgt.
Emergency Medical
Services
1
EMS Paramedic Sgt.
-2
EMS Paramedic Sr. Corp.
30
EMS Paramedic Corp.
-14
EMS Paramedic First Class
-4
EMS Paramedic
-12
Telecomm. II - Police
-13
Telecomm. I - Police
Emergency
Communications
13
Telecomm. II - Fire/Med.
-14
Telecomm. I - Fire/Med.
14
Sr. Public Safety Operator
Total Public Safety
TOTAL NEW CASTLE COUNTY
FY17
Authorized
-27
Public Safety Operator I
21
Public Safety Operator II
6
645
0
-109
0
124
660
1,586
8
-166
0
180
1,600
* Unfunded positions are not deleted from the annual budget. It only removes the funding.
276
Appendix
New Castle County
Full-Time Positions by Department
Fiscal Years 2015 - 2016 - 2017
Department
Classification
Council
County Executive
Appendix
2015
2016
2017
President of Council
Council Member
Counsel to Council
County Auditor
Financial Advisor
Policy Director
Clerk of Council
Deputy Clerk
Legislative Aide to President
Legislative Aide to County Council
Secretary to Council
Staff Auditor
1
12
1
1
1
1
1
1
1
12
1
1
1
12
1
1
1
1
1
1
1
12
1
1
1
12
1
1
1
1
1
1
1
12
1
1
TOTAL - COUNCIL
34
34
34
County Executive
Chief Administrative Officer
Deputy Chief Administrative Officer
Chief of Staff
Policy Director
Subtotal
1
1
1
1
1
1
1
2
3
12
1
1
1
1
1
1
0
3
3
12
1
1
1
1
1
0
0
3
3
11
Office of Economic Development
Subtotal
0
1
1
0
1
1
1
0
1
Office of Communications
Executive Assistant III
Subtotal
0
0
0
0
0
0
1
1
2
TOTAL - EXECUTIVE
13
13
14
277
New Castle County
Fiscal Years 2015 - 2016 - 2017
278
Department
Classification
2015
2016
2017
Administration
Law
County Attorney
County Solicitor
First Assistant County Attorney
Assistant County Attorney II
Assistant County Attorney I
Law Office Administrator
Secretary to County Attorney
Legal Assistant
Subtotal
1
1
2
6
1
1
1
5
18
1
1
2
6
1
1
1
5
18
1
1
2
5
2
1
1
5
18
Risk Management
Insurance and Loss Control Manager
Senior Budget and Procedures Analyst
Confidential Assistant
Administrative Aide
Subtotal
1
1
1
1
1
5
1
1
1
1
1
5
1
0
1
2
1
5
Office of Finance
Chief Financial Officer
Accounting and Fiscal Manager
Treasury Manager
Senior Financial Officer
Property Assessment Services Manager
Accounting and Fiscal Officer
Assessment Services Supervisor
Assessor Supervisor
Budget and Procedures Analyst
Payroll Supervisor
Accountant II
Assessment Analyst
Public Information Specialist
Certified Assessor II
Treasury Associate
Accountant I
Assessor II
Finance Information Specialist
Environmental Analyst
Certified Assessor I
1
3
1
2
1
1
6
1
1
2
1
4
1
1
0
2
2
4
1
1
0
1
3
0
2
1
2
5
1
1
3
1
4
1
1
0
2
3
4
1
1
0
1
5
0
1
1
1
4
1
1
3
1
4
1
1
3
2
4
1
1
1
3
Appendix
New Castle County
Fiscal Years 2015 - 2016 - 2017
Department
Classification
Administration
(Continued)
Appendix
2015
2016
2017
Office of Finance
(Continued)
Delinquent Account Collector
Payroll Assistant
Senior Office Assistant
Account Clerk III
Administrative Aide
Assessment Technician
Assessor I
Graphics Art Designer
Treasury Customer Service Representative
Account Clerk II
Secretary
Subtotal
3
3
1
11
2
6
6
1
6
1
1
77
3
3
1
9
3
7
6
1
6
1
0
77
3
3
1
10
3
6
3
1
7
0
0
77
Human Resources
Chief Human Resources Officer
Human Resources Administrator
Compensation and Pension Systems Coordinator
Pension and Benefits Administrator
Employee Relations Specialist
Human Resources Technician
Pension Program Analyst
Human Resources Assistant
Administrative Aide
Secretary
Subtotal
1
3
0
1
1
1
4
1
1
4
1
1
19
1
3
2
0
1
1
3
1
1
4
1
1
19
1
3
2
0
1
1
3
1
1
4
1
1
19
Information Systems Manager
Senior Network Engineer
Information Systems Coordinator
Information Systems Specialist
Systems Analyst
Programmer Analyst
Customer Services Specialist
3
1
2
2
2
7
0.5
0
3
3
3
1
2
2
2
7
0.5
0
2
3
3
0
2
2
2
7
0.5
1
1
3
279
New Castle County
Fiscal Years 2015 - 2016 - 2017
Department
Classification
Administration
(Continued)
Special Services
280
2015
2016
2017
(Continued)
Program Analyst
Central Services Technician
Operations Specialist
Planner I
Account Clerk II
Subtotal
1
1
1
3
1
0.5
31
1
0
1
3
1
0.5
29
1
0
1
3
1
0.5
28
Office of Procurement
Chief of Administrative Services
Chief Purchasing Agent
Purchasing Agent
Central Services Technician
Assistant Purchasing Agent
Account Clerk II
Administrative Services Technician
Subtotal
1
1
0.5
2
0
1
1
0.5
4
11
1
1
0.5
3
1
1
1
0.5
4
13
1
1
0.5
3
1
1
1
0.5
4
13
TOTAL - ADMINISTRATION
161
161
160
Administration
Special Services General Manager
Special Services Senior Admin. Manager
Management and Productivity Manager
Special Services Finance Officer
Department Finance Officer
Special Services Program Manager
Program Analyst
Accountant I
Administrative Aide
Account Clerk III
Subtotal
1
2
0.5
1
1
1
0
2
1
1
0
1
3
4
18.5
1
2
0.5
1
1
1
0
2
1
1
0
1
3
4
18.5
1
2
0.5
1
1
0
1
2
1
1
1
1
3
3
18.5
Appendix
New Castle County
Fiscal Years 2015 - 2016 - 2017
Department
Classification
Special Services
(Continued)
Internal Services
Internal Services Manager
Central Receiving Supervisor
Secretary
Special Services Data Technician
Appendix
2015
2016
2017
Storekeeper
Subtotal
1
1
2
1
1
6
1
1
2
1
1
6
1
1
2
1
1
6
Fleet Operations
Transportation Division Manager
Special Services Equipment Coordinator
Garage Supervisor
Automotive Mechanic
Automotive Parks Clerk
Automotive Mechanic Helper
Clerk Typist
Subtotal
1
1
3
22
3
1
0
1
32
1
1
3
22
3
1
0
1
32
1
1
3
21
3
0
1
1
31
Chief of Building Operations and Maintenance
Special Services Project Administrator
Building Supervisor
Building Maintenance Supervisor
Senior Electrician
Master Carpenter
Painter
Building Maintenance Mechanic
HVAC Journeyman
Service Request Coordinator
Plumber
Clerk Typist
Custodian
Trades Helper
Subtotal
1
1
1
2
1
2
4
11
1
0
1
1
9
1
0
36
1
1
1
2
1
2
4
11
1
1
1
1
9
0
0
36
1
1
1
2
1
2
4
10
1
0
1
1
9
1
1
36
Property Manager
Property Supervisor
Property Maintenance Technician
1
1
4
1
1
3
1
1
4
281
New Castle County
Fiscal Years 2015 - 2016 - 2017
Department
Classification
Special Services
(Continued)
(Continued)
Forestry Technician
Tree Surgeon
Crew Chief I
Tree Trimmer
Barn Manager
Motor Equipment Operator II
Motor Equipment Operator I
Special Services Specialist I
Maintenance and Construction Worker
Subtotal
Assistant County Engineer
Chief of Construction Support
Operations Services Manager
Chief of Facility Maintenance
Civil Engineer II
Staff Engineer
Secretary
Subtotal
Supervisor of Construction Support
Crew Chief II
Pipelayer Supervisor
Mason Supervisor
Crew Chief I
Motor Equipment Operator III
Mason
Trades Helper
Pipelayer
Tree Trimmer
Subtotal
282
2015
2016
2017
1
1
10
5
1
1
23
3
15
66
1
2
10
4
1
1
24
3
15
66
1
1
10
4
1
0
25
7
12
67
1
0.5
1
1
1
1
0
1
2
2
10.5
1
0.5
1
1
1
1
1
2
0
2
10.5
1
0.5
1
1
1
1
0
2
1
2
10.5
1
3
2
1
4
14
2
11
3
8
2
0
12
63
1
3
2
1
4
14
2
11
3
8
2
1
11
63
1
3
3
1
4
14
2
11
3
7
2
1
11
63
Appendix
New Castle County
Fiscal Years 2015 - 2016 - 2017
Department
Classification
2015
2016
2017
Special Services
(Continued)
Sewer Maintenance
Superintendent of Sewer Maintenance
Crew Chief II
Utility Technician
Trades Helper
Subtotal
1
6
1
4
3
2
12
3
1
20
53
1
6
1
4
3
2
12
3
1
20
53
1
6
1
4
3
2
12
3
1
20
53
Plant Operations
Facility Maintenance Supervisor
Master Mechanic
Plant Operations Technician
Electronics Technician
Senior Electrician
Junior Electronics Technician
Plumber
Senior Wastewater Treatment Operator
Welder
Maintenance Office Administrator
Electrician
Pump Station Mechanic
Wastewater Treatment Plant Operator
Trades Helper
Electrician Apprentice
Dispatcher
Radio Communicator
Special Services Request Coordinator
Pumping Station Mechanic Apprentice
Subtotal
1
2
2
1
1
1
2
1
1
1
7
13
4
5
4
1
4
1
0
1
53
1
2
2
1
2
1
2
1
1
1
6
13
4
5
4
1
4
1
1
0
53
1
2
2
1
2
1
2
1
1
1
6
13
4
6
4
0
4
1
0
1
53
Environmental Compliance Manager
Environmental Administrator
1
1
0
1
1
1
0
1
1
1
1
0
Crew Chief I
TV Grouter Equipment Operator
Appendix
283
New Castle County
Fiscal Years 2015 - 2016 - 2017
Department
Classification
2015
2016
2017
Special Services
(Continued)
(continued)
Stormwater Program Coordinator
Customer Information and Assistance Coor.
Stormwater Inspection Supervisor
Environmental Analyst
Senior Sanitary Maintenance Technician
Public Works Inspector
Planner II
Sanitary Maintenance Technician
Subtotal
1
1
2
1
1
3
1
2
0
2
17
1
1
1
1
1
3
1
4
1
0
17
1
1
1
1
1
3
1
4
1
0
17
Engineering
Engineering and Environmental Services Mgr.
Assistant County Engineer
Chief of Project Management
Special Services Development Planner
Operations Engineer
Sewer System Analyst
Civil Engineer II
Sewer Management Engineer
Landscape Architect
Civil Engineer I
Drafting and Design Supervisor
Chief Construction Inspector
Public Works Contracts Officer
Staff Engineer
Chief Right-of-Way Agent
Construction Inspection Supervisor
Right-of-Way Agent
Sanitary Sewer Information Specialist
Drafting Technician II
Secretary
Subtotal
1
2
1
1
1
1
5
1
1
1
1
2
2
2
1
1
1
6
1
1
3
36
1
2
1
1
1
1
5
1
1
1
1
2
1
2
1
1
1
6
1
1
3
35
1
2
1
1
1
1
5
1
1
2
1
2
0
2
1
1
1
6
1
1
3
35
TOTAL - SPECIAL SERVICES
391
390
390
Assistant Land Use Administrator
Staff Engineer
284
Appendix
New Castle County
Fiscal Years 2015 - 2016 - 2017
Department
Classification
2015
2016
2017
Community Services
Administration
Community Services General Manager
Community Services Manager
1
1
1
0
1
1
0
1
2
1
1
2
1
1
1
1
16
1
1
1
0
0
1
1
0
2
1
1
2
2
1
1
1
16
1
1
0
1
0
1
1
0
1
1
1
2
1
1
1
2
15
Equestrian Program Coordinator
Secretary
Subtotal
1
2
1
1
8
1
1
1
0
1
17
1
2
1
0
9
1
1
0
1
1
17
1
3
1
0
9
1
1
1
1
1
19
Libraries
Librarian II
Librarian I
Community Services Coordinator
Library Specialist
Principal Library Assistant
Library Assistant
1
9
22
1
18
9
22
1
10
21
0
18
9
22
1
10
23
0
20
10
19
Community Services Finance Officer
Recreation Supervisor
Assistant Community Services Administrator
Equestrian Program Coordinator
Accountant I
Account Clerk III
Administrative Aide
Graphic Arts Designer
Secretary
Subtotal
Community Resources
Community Services Administrator
Assistant Community Services Administrator
Recreation Supervisor
Program Analyst
Sports and Athletics Administrator
Senior Services Center Director
Barn Manager
Appendix
285
New Castle County
Fiscal Years 2015 - 2016 - 2017
Department
Classification
2015
2016
2017
Community Services
(Continued)
Libraries
(Continued)
Interlibrary Loan Assistant
Subtotal
1
83
1
82
1
84
Community Services Assistant Administrator
Housing Financial Advisor
Program Analyst
Housing Rehabilitation Specialist II
Housing Rehabilitation Specialist I
Community Development Housing Inspector
Administrative Aide
Account Clerk III
Housing Program Assistant
Secretary
Subtotal
1
3
0
1
1
3
1
4
1
2
2
4
2
7
1
33
1
3
0
1
1
3
1
5
1
2
2
3
2
7
1
33
1
3
1
0
1
3
0
5
1
2
2
3
2
7
1
32
TOTAL - COMMUNITY SERVICES
149
148
150
1
3
0
1
0
2
1
1
0
1
1
3
0
1
1
1
0
1
1
1
1
3
1
0
0
1
0
1
1
1
0
0
1
10
10
10
Community Development and Housing
Community Services Administrator
Housing Management Analyst
Land Use
286
Administration
Land Use General Manager
Assistant Land Use Manager
Program Analyst
Accountant II
Coordinator
Subtotal
Appendix
New Castle County
Fiscal Years 2015 - 2016 - 2017
Department
Classification
Land Use
(Continued)
Planning
Planning Manager
Development Facilitator
Transportation Planner
Planner III
Planner II
Planner I
Drafting Technician II
Secretary
Subtotal
Appendix
2015
2016
2017
2
0
1
6
1
3
2
1
1
1
18
2
0
1
6
1
3
2
1
1
1
18
2
1
1
4
1
4
2
1
1
0
17
1
0
3
5
1
6
15
1
1
0
3
5
1
6
15
1
1
1
4
3
3
6
11
1
Licensing
Chief of Site Management
Licensing Manager
Civil Engineer II
Civil Engineer I
Certified Building and Site Inspector
Certified Plumbing and Mechanical Plan
Examiner
Coordinator
Certified Plan Examiner
Customer Service and Information Technician
Permit Processing Technician
Administrative Aide
Secretary
Code Inspector
Subtotal
3
3
2
4
1
3
7
1
8
0
0
59
4
1
3
7
1
8
0
0
59
4
1
3
7
1
8
1
1
58
Land Use Services Administrator
Complaints Specialist
1
0
1
1
2
1
0
1
1
2
1
1
0
1
2
287
New Castle County
Fiscal Years 2015 - 2016 - 2017
Department
Classification
2015
2016
2017
Land Use
(Continued)
(Continued)
Certified Property and Housing Maintenance
Inspector
Coordinator
Code Enforcement Officer
10
11
9
1
1
1
Subtotal
5
0
1
7
1
1
31
4
0
1
7
1
1
31
4
2
0
7
1
1
30
TOTAL - LAND USE
118
118
115
Public Safety Administration
Director of Public Safety
Police Finance Officer
Accountant I
Administrative Aide
Account Clerk III
Subtotal
1
0
1
1
1
1
1
1
2
9
1
1
0
1
1
1
0
1
2
8
1
1
0
1
1
1
1
0
2
8
Police Operations
Chief of Police
Deputy Chief of Police
Police Major
Police Captain
Senior Police Lieutenant
Police Lieutenant
Senior Police Sergeant
Police Sergeant
Master Police Corporal
Senior Police Corporal
Law Enforcement Technician
Police Corporal
1
0
2
6
2
12
9
28
47
39
1
24
1
0
2
6
3
11
14
25
73
16
3
34
1
1
2
6
5
9
19
22
92
2
3
32
Customer Service and Information Technician
Administrative Aide
Secretary
Public Safety
288
Appendix
New Castle County
Fiscal Years 2015 - 2016 - 2017
Department
Classification
Public Safety
(Continued)
Police Operations
(Continued)
Police Accreditation Coordinator
Police Officer
Program Analyst
Victims Assistance Officer
Legal Assistant
Administrative Aide
Legal Secretary
Secretary
Clerk Typist
Public Safety Aide
Key Operator
Subtotal
School Crossing Guard Supervisor
Administrative Aide
Subtotal
Chief of Emergency Medical Services
Emergency Medical Services Assistant Chief
Emergency Medical Services Captain
Emergency Medical Services Senior Lieutenant
Emergency Medical Services Lieutenant
Emergency Medical Paramedic Senior Sergeant
Emergency Medical Paramedic Sergeant
Emergency Medical Paramedic Senior Corporal
Emergency Medical Paramedic Corporal
Emergency Medical Services Paramedic
First Class
Emergency Medical Services Paramedic
Administrative Aide
Emergency Medical Services Operations
Support Specialist
Subtotal
Appendix
2015
2016
2017
1
205
1
4
1
2
8
3
4
4
0
0
1
405
1
200
1
3
0
1
9
3
4
4
1
1
1
417
1
209
1
3
0
1
8
4
4
4
1
1
1
432
2
1
3
2
1
3
2
1
3
1
2
1
4
4
0
8
0
33
1
2
1
4
4
0
8
0
31
1
2
1
5
4
1
6
30
17
13
17
13
56
1
54
1
42
1
1
1
1
124
124
124
289
New Castle County
Fiscal Years 2015 - 2016 - 2017
Department
Classification
2015
2016
2017
Public Safety
(Continued)
Chief of Emergency Communications
Assistant Chief of Emergency Communications
Quality Assurance Coordinator
Telecom Training Officer Coordinator
Assistant Platoon Leader F/M
Assistant Platoon Leader - Police
Telecommunicator II - Police
Telecommunicator I - Police
1
2
1
1
4
4
0
20
0
20
1
0
32
0
1
2
1
1
4
4
16
4
20
0
1
27
5
0
1
2
1
1
4
4
3
17
6
14
1
0
26
6
0
1
1
86
87
87
1
2
1
1
1
6
1
2
1
1
1
6
1
2
1
1
1
6
633
645
660
Register in Chancery Office Administrator
Account Clerk III
Deputy I
1
1
1
1
1
1
1
1
1
TOTAL - REGISTER IN CHANCERY
3
3
3
Telecommunicator II - Fire/Medical
Telecommunicator I - Fire/Medical
Administrative Aide
Senior Public Safety Operator
Public Safety Operator I
Public Safety Operator II
Emergency Communications Information &
Technology Coordinator
Subtotal
Coordinator of Emergency Planning
Emergency Preparedness Planner
Administrative Aide
Subtotal
TOTAL - PUBLIC SAFETY
Register in Chancery*
*As of January 1, 2002, the office merged into the State Judiciary.
290
Appendix
New Castle County
Fiscal Years 2015 - 2016 - 2017
Department
Classification
Register of Wills
Recorder of Deeds
2015
2016
2017
Register of Wills
Chief Deputy
Chief Deputy Register of Wills
Register of Wills Office Administrator
Row Office Confidential Secretary
Account Clerk III
Account Clerk II
Clerk Typist
1
2
0
1
1
5
2
1
6
1
0
2
1
1
5
2
1
6
1
0
2
1
1
5
2
1
6
TOTAL - REGISTER OF WILLS
19
19
19
Recorder of Deeds
Chief Deputy
Chief Deputy Recorder of Deeds
Recorder of Deeds Office Administrator
Account Clerk I
Junior Administrative Aide
Clerk Typist
1
1
0
2
1
4
2
1
5
2
8
1
0
1
2
1
4
2
1
5
1
9
1
0
1
2
1
4
2
1
5
1
9
TOTAL - RECORDER OF DEEDS
27
27
27
Sheriff
Chief Deputy
Real Estate Coordinator
Chief Deputy Sheriff
Deputy Sheriff
Account Clerk II
Account Clerk I
1
1
1
1
7
3
1
6
1
1
1
1
7
3
2
5
1
1
1
1
7
3
2
5
TOTAL - SHERIFF
21
21
21
Row Office Confidential Secretary
Deputy II
Account Clerk III
Sheriff
Appendix
291
New Castle County
Fiscal Years 2015 - 2016 - 2017
Department
Classification
2015
2016
2017
Clerk of the Peace
Clerk of the Peace
Chief Deputy
Row Office Legal Assistant
Account Clerk II
Clerk Typist
Secretary
1
1
1
1
1
1
1
1
1
2
1
1
1
0
1
1
0
1
1
1
2
TOTAL - CLERK OF THE PEACE
7
7
7
1576
1586
1600
TOTAL - NEW CASTLE COUNTY(1)
(1) There is a net increase of 14 positions when compared to Fiscal Year 2016. Narrative explanation for position changes
can be found in the Transmittal Letter tab, Operating Budget Summary tab, and the preceding summary in the Appendix.
292
Appendix
Acronyms
Alphabetical listing of “Acronyms” found in this document.
Appendix
AED
Automatic External Defibrillator
AFLAC
American Family Life Assurance Company
ALGA
Association of Local Government Auditors
ALS
Accurate Language Services
BFF
Business Finders Fee
BWC
Body Worn Cameras
CAAS
Commission on Accreditation of Ambulance Services
CABS
CAER
Community Awareness and Emergency Response (Delaware City)
CAFR
Comprehensive Annual Financial Report
CALEA
Commission on Accreditation for Law Enforcement Agencies
CAO
Chief Administrative Officer of the County
CAP
Civil Air Patrol
CCTV
Closed-Circuit Television
CD&H
CDBG
Community Development Block Grant
CDO’s
Collateralized Debt Obligations
CE
County Executive
CERT
Certified Emergency Response Team
CFE
Commercial Food Establishment
CFO
Chief Financial Officer of the County
CIP
Capital Improvement Program
CLE
Continuing Legal Education
CMC
Cash Management Committee
COBRA
Consolidated Omnibus Budget Reconciliation Act
COPS
Community Oriented Policing Services
CPBRC
Capital Program and Budget Review Committee
CPR
Cardiopulmonary Resuscitation
CRC
Community Research Center
CS
Community Services
CSRC
Capital Strategies Review Committee
CSA
Control Self-Assessment
DE
Delaware
DEDO
Delaware Economic Development Office
DELJIS
Delaware Justice Information System
DEMA
Delaware Emergency Management Agency
293
Acronyms
294
DET
Division of Employment & Training
DHSS
Delaware Department of Health and Social Services
DNREC
Delaware Natural Resources & Environmental Control
DOL
Department of Labor
DRAC
Design Review Advisory Committees
DSF
Delaware Strategic Fund
DSHA
Delaware State Housing Authority
EED
Economic Empowerment District
EMS
EMV
Europay, Mastercard and Visa
EOC
Emergency Operation Center
EPA
Environmental Protection Agency
ERISA
Employee Retirement Income Security Act
FEMA
Federal Emergency Management Agency
FICA
Federal Insurance Contributions Act
FOG
Fats, Oil and Grease
FOIA
Freedom of Information Act
GAAP
Generally Accepted Accounting Principles
GAGAS
Generally Accepted Governmental Auditing Standards
GASB
Governmental Accounting Standards Board
GFA
Gross Floor Area
GFOA
Government Finance Officers Association
GIS
Geographical Information System
GPS/AVL
Global Positioning System/Automatic Vehicle Locator
HIP
Homeowner Incentive Program
HIPAA
Health Insurance Portability and Accountability Act
HOME
Home Investment Partnerships Program
HUD
Department of Housing & Urban Development
HVAC
Heating, Ventilating and Air Conditioning
ICC
International Code Council
IDEA
Innovative Development Empowerment Area
IGS
Intergovernmental Services
IS
Information Systems
ISO
Insurance Service Office
KFP
Key Financial Policies
LLS
Language Line Services
LRP
Long-Range Plans
MAP
Museum Assessment Program
Appendix
Acronyms
Appendix
MET
Mobile Enforcement Team
MOT
Middletown-Odessa-Townsend
NCC
New Castle County
NCCFAC
New Castle County Financial Advisory Council
NCCTV
New Castle County Television
NEG
National Emergency Grant
NIMS/ICS
National Incident Management System/Incident Command System
NPDES
National Pollution Discharge Elimination System
NPOD
Neighborhood Preservation Overlay District
NSP
Neighborhood Stabilization Program
NWS
National Weather Service
OEM
Office of Emergency Management
OMB
Office of Management and Budget
OPEB
Other Post-Employment Benefits
PAL
Police Athletic League
PIRs
Program Improvement Requests
POD
Points of Distribution
PS
Public Safety
REP
Radiological Emergency Preparedness
RFP
Request for Proposal
RPATAC
Resource Protection Area Technical Advisory Committee
RTT
Realty Transfer Tax
RZEDB
Recovery Zone Economic Development Bonds
SNAP/EBT
Supp. Nutrition Assistance Program/Electronic Benefits Transfer
SS
Special Services
STEM
Science, Technology, Engineering and Mathematics
TAPS
Targeted Analytical Policing System
TIS
Traffic Impact Study
UDC
Unified Development Code
WILMAPCO
Wilmington Area Planning Council
WOTC
Work Opportunity Tax Credit
WWTP
Wastewater Treatment Plant
X-GDS
School Crossing Guard Services
YWCA
Young Women’s Christian Association
295
Glossary

ACCOUNT – A separate financial reporting unit for budgeting, management, or accounting purposes.
All budgetary transactions, whether revenue or expenditure, are recorded in accounts.

ACCOUNTING STANDARDS – The generally accepted accounting principles (GAAP) promulgated
by the Government Accounting Standards Board (GASB), which guide the recording and reporting of
financial information by state and local governments. The standards establish such guidelines as when
transactions are recognized, the types and purposes of funds, and the content and organization of the
annual financial report.

ACCRUAL BASIS OF ACCOUNTING – A method of accounting in which revenues are recorded
when measurable and earned, and expenses are recognized when a good or service is used. To be in
conformance with generally accepted accounting principles, local governments must use the accrual
basis of accounting.

ACTIVITY – Includes all capital improvements required to perform one type of service for the public.
It may encompass one or more development programs and one or more projects.

ADOPTED BUDGET – An annual spending plan that is adopted by the County Council.

AD VALOREM TAX – Taxes levied on real property according to the property’s valuation and the tax
rate.

APPROPRIATION – An authorization legislated by the County Council which permits the County to
incur obligations and to make expenditures of resources. Unencumbered appropriations lapse at year
end.

ASSESSED VALUE – The valuation set upon County real property using 100 percent of the 1983
market value as the base.

AUDIT – A comprehensive review of the manner in which the County’s resources were actually
utilized. The main purpose of an audit is to issue an opinion over the presentation of financial statements
and to test the controls over the safekeeping of assets while making any recommendations for
improvement where necessary. The County’s annual audit is conducted by an independent auditor.

BALANCED BUDGET - Pursuant to Delaware Code, 9 Del. C. Section 1158(c), the County Executive
must certify to County Council that the estimated yield from each item of revenue to be used in
balancing the annual budget must equal to the estimated expenditures.

BASIS POINT – A unit of measurement used in the valuation of fixed income securities equal to 1/100
of 1% of yield, e.g., “¼” of 1 percent is equal to 25 basis points.
Appendix
297
Glossary

BOND – A written promise to pay a specified sum of money, called the face value or principal amount,
at specified dates, called the maturity dates, together with periodic interest at a specific rate. The County
incurs bonded debt to pay for the costs of capital improvements.

BUDGET – A financial plan for a given fiscal year showing revenues and expenditures for different
funds of the County.

BUDGET AMENDMENT – Means by which an adopted budget may be revised.

BUDGET DOCUMENT – The instrument prepared by the Administration to present a comprehensive
financial program to the County Council for consideration and adoption.

BUDGET UNIT – The segment of a department with specific areas of responsibilities.

BUDGET YEAR – The fiscal year of the County which begins July 1 and ends June 30.

CAPITAL BUDGET – A detailed list of capital spending authorizations (appropriations) to be made or
incurred in accordance with the Capital Program from funds subject to the control or appropriation of the
County Council.

CASH BASIS OF ACCOUNTING – A method of accounting in which revenues are recorded only
when cash in received and expenditures are recorded only when payment is made. Since payments for
goods and services can be delayed to the next fiscal year, cash on hand can result in an inaccurate picture
of the financial condition of a fund. To be in conformance with generally accepted accounting
principles, local governments must use the accrual basis, rather than the cash basis of accounting. See
Accrual Basis of Accounting.

CAPITAL IMPROVEMENT PROGRAM – A plan for capital outlays to be incurred over six years to
meet capital needs arising from the long-term work program. It sets forth each contemplated project or
outlay and specifies the resources or funding estimated to be available to finance them.

CAPITAL PROJECTS FUND – A fund created to account for financial resources to be used for the
acquisition or construction of major capital equipment or facilities.

COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR) – The audited report of annual
financial data for the County. This report, prepared by the Auditor and Controller, and usually referred
to by its abbreviation, summarizes financial data for the previous fiscal year in a standardized format.
The CAFR is organized by fund and contains two basic types of information: a balance sheet that
compares assets with liabilities and fund balance; an operating statement that compares revenues with
expenditures.
298
Appendix
Glossary

CONTROL SELF-ASSESSMENT (CSA) – The methodology used to review key business objectives,
risks involved in achieving objectives and internal controls designed to manage those risks.

CONTINGENCY – Items that may become liabilities as a result of conditions undetermined at a given
time.

CONTINGENCY RESERVE – Appropriations set aside to meet unforeseen circumstances.

COUNTY CODE – The statutory law that pertains to how County government is run.

CROSS CHARGE RATES – Unit costs established by the Information Systems Division which are
charged to user departments for goods and services provided by the Information Systems Division.

DEBT SERVICE – The amount of money the County is required to expend for interest and principal
payments on its outstanding bonded debt.

DELINQUENT REAL ESTATE TAXES – Real estate taxes that remain unpaid after the last day of
the year following billing.

DEPARTMENT – An administrative agency of the County having management responsibility for an
operating or a group of related services within a functional area.

DEPRECIATION - A method of allocating the cost of a tangible asset over its useful life.

DEVELOPMENT PROGRAM – A major capital improvement which will be carried to completion in
stages over a period of years. It may be broken into a series of projects.

EMPLOYEE BENEFITS – For the purpose of budgeting, this term refers to the County’s costs of
health insurance, pension contributions, social security contributions, life insurance premiums, workers’
compensations and unemployment costs.

ENCUMBRANCE – Any commitment of funds against an appropriation. It may be in the form of a
purchase order or a contract. Encumbrance accounting is formally integrated into the accounting system
for expenditure control purposes. Until such time as the goods or services are received, the commitment
is referred to as an encumbrance. Encumbered balances at year-end are reappropriated in the subsequent
year.

ENTERPRISE FUND (PROPRIETARY FUND) – A fund established to account for operations
financed and operated in a manner similar to private business enterprises. The County maintains two
enterprise funds: the Sewer Fund; the Airport Fund.
Appendix
299
Glossary

ESTIMATED REVENUE – The amount of revenue expected to accrue or to be collected during a
fiscal year.

EXPENDITURE – Decreases in net financial resources. Expenditures include current operating
expenses requiring the present or future use of net current assets, debt service, capital outlays,
intergovernmental grants, entitlements and shared revenues.

FIDUCIARY FUNDS – Funds used to report assets held in a trustee or agency capacity for others and
which therefore cannot be used to support the government’s own programs. The fiduciary fund category
includes pension (and other employee benefits), trust funds, investment trust funds, private-purpose trust
funds and agency funds. (GASB 34)

FISCAL YEAR – A 12-month period to which the Operating Budget applies and at the end of which
the County determines its financial position and its result of operations. The County’s fiscal year runs
from July 1 through June 30.

FULL-TIME EQUIVALENT - Full-time equivalent, or FTE, is a unit of measure showing how many
employees the County has or a project requires assuming all employees work a full-time schedule.

FUND – A fiscal and accounting entity with a self-balance set of accounts in which cash and other
financial resources, all related liabilities and residual equities, balances, and changes therein, are
recorded and segregated to carry on specific activities or attain certain objectives in accordance with
special regulations, restrictions or limitations.

FUND BALANCE – The difference between a fund’s assets and its liabilities. Portions of the fund
balance may be reserved for various purposes, such as contingencies or encumbrances.

FUNDING SOURCE – Identifies the source of revenue to fund both the operating and capital
appropriations.

GASB STATEMENT 34 – This Statement establishes financial reporting standards for state and local
governments, including states, cities, towns, villages, and special-purpose governments such as school
districts and public utilities.

GENERAL AND ADMINISTRATIVE CHARGES – The charges imposed upon the Sewer, Airport,
and Light Tax Funds for support services provided by the General Fund.

GENERAL FUND – The major fund in most governmental units, accounting for all activities not
accounted for in other funds. Most County functions – such as public safety or health and human
services – are accounted for in the General Fund.
300
Appendix
Glossary

GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP) – Uniform minimum standards
and guidelines for financial accounting and reporting. The primary authoritative body on the application
of GAAP to state and local governments is the GASB.

GENERAL MANAGER – A Deputy Chief Administrative Officer responsible for oversight of an
Agency or Group.

GENERAL OBLIGATION BONDS – Bonds whose repayment is backed by the full faith and credit of
the government issuing them.

GEOGRAPHICAL INFORMATION SYSTEM (GIS) – A regional data warehouse providing
electronic geographic data and maps to County and other users.

GOAL – A statement of broad direction, purpose or intent based on the needs of the community. A goal
is general and timeless.

GOVERNMENTAL ACCOUNTING STANDARDS BOARD (GASB) – The authoritative
accounting and financial reporting standard-setting body for governmental entities.

GOVERNMENTAL FUNDS – Funds generally used to account for tax-supported activities. There are
five different types of governmental funds: the general fund, special revenue funds, debt service funds,
capital projects funds and permanent funds.

GRANT – A payment of money from one governmental unit to another or from a governmental unit to a
not-for-profit agency. Grants are often earmarked for a specific purpose or program.

INCORPORATED AREA - There are thirteen (13) incorporated municipalities within New Castle County
that are chartered by the Delaware General Assembly. They include: Arden, Ardencroft, Ardentown,
Bellefonte, Delaware City, Elsmere, Middletown, New Castle, Newark, Newport, Odessa, Townsend and
Wilmington.

INDIRECT EXPENSES – Those elements of cost necessary in the production of an article or the
performance of a service but not an integral part of the finished product or service, such as rent, heat,
light, supplies, management, supervision, etc.

INFRASTRUCTURE – Assets that are immovable and of value only to the government unit, such as
drainage and sewer systems.

INTERGOVERNMENTAL REVENUE – The funds received from another governmental entity, such
as the Federal, State, and City governments.
Appendix
301
Glossary

INTERIM TAX BILL – An interim tax bill is generated by increasing the improvement assessment due
to new construction. The bill covers the period from completion of construction through the end of the
tax year.

INTRAGOVERNMENTAL SERVICE CREDITS (IGS) – The expenditure offsets
(intragovernmental revenues) allocated to a service department for goods and services, e.g., vehicle
charges, data processing charges and photocopying charges, provided to other County agencies.

LINE-ITEM BUDGET – The County’s line-item budget shows activities grouped by organizational
units, such as departments. The term line-item refers to account and sub-account detail typically
provided for revenue by source (e.g., property taxes) and objects of expenditure (e.g., Salary & Benefits,
Services & Supplies, Fixed Assets, etc.).

MANDATE – A requirement from the State or federal governments that the County perform a task,
perform a task in a particular way, or perform a task to meet a particular standard, often without
compensation from the higher level of government.

MISSION – The business, general assignment of the organization. What we are striving to do over a
continuous period of time.

MODIFIED ACCRUAL ACCOUNTING – An accounting method that measures the performance and
position of an entity by recognizing accounting events in the period when they become both measurable
and available.

OBJECTIVE – An item to be accomplished in specific, well-defined and measurable terms and is
achievable within a specific amount of time.

OBJECTS (LINE-ITEMS) – A sub-classification of expenditures based on type of goods or services
including: Salary & Benefits, Services & Supplies, Other Charges and Fixed Assets. Each object
contains sub-object classifications as well.

OBJECTS OF EXPENDITURE – An expenditure classification based upon the category of goods or
service purchased. Typical object classifications include personal services, supplies and services, and
equipment.

OBLIGATED AMOUNT – Represents the total expenditures plus encumbrances charged to each
project in the Capital Program.

ORGANIZATIONAL CHART – A graphic representation, by function, of programs and services
provided to clients or other County departments.
302
Appendix
Glossary

PENSION CONTRIBUTION – The amount paid into a pension plan by an employer pursuant to
actuarial calculations of the required amount to fund future benefits.

PERFORMANCE MEASURE – Data collected to determine how effective or efficient a program is in
achieving its objectives.

PERSONAL SERVICE ADJUSTMENT – An adjustment to salaries, wages and accompanying
employee benefits due to cost of living increases, merit increases and relative fringe benefit increases.

POSITION – An approved job for a person or persons working full-time, usually listed in terms of a
specific classification.

PRIOR AUTHORIZATIONS – The total cumulative-to-date appropriations previously approved by
County Council.

PROGRAM REVENUES – Revenues generated by programs and/or dedicated to offset a program’s
costs.

PROJECT – The basic unit of the Capital Improvements Program. A project is a capital improvement
which generally will span a shorter period of time for completion.

PROPRIETARY FUNDS – Funds that focus on the determination of operating income, changes in net
assets (or cost recovery), financial position, and cash flows. There are two different types of proprietary
funds: enterprise funds and internal service funds.

PUBLIC HEARINGS – Meetings that provide citizens an opportunity to voice their views on the merits
of the County’s proposals and services.

REAL ESTATE TAXES – The revenues from current taxes, delinquent taxes, penalties, and interest on
delinquent taxes. These taxes are levied on real property according to the property’s assessed value and
tax rate.

REALTY TRANSFER TAX (RTT) – A tax assessed on property when ownership is transferred.

REQUEST FOR BID (RFB) – A formal procurement document used to invite vendors to submit
pricing in response to a clearly defined set of requirements.

REQUEST FOR PROPOSAL (RFP) – An official request for proposals to be submitted to the County
to perform specified services.

REVENUES – (1) Increases in the net current assets of a governmental fund type from sources other
than expenditure refunds and residual equity transfers. Also, general long-term debt proceeds and
Appendix
303
Glossary
operating transfers-in are classified as “other financing sources,” rather than as revenues. (2) Increases
in the net total assets of a proprietary fund type from other than expense refunds, capital contributions
and residual equity transfers. Also, operating transfers-in are classified separately from revenues.

SPECIAL REVENUE FUNDS – A fund used to account for revenues legally earmarked for a
particular purpose (e.g., County’s Road Fund).

TAX BASE – The value of all taxable real property in the County as of April 30 each year, as certified
by the Board of Assessment. The tax base represents the net value after all abatements and exemptions.

TAX LEVY – The resultant product when the tax rate per one hundred dollars is multiplied by the tax
base.

TAX RATE – The amount of tax stated in terms of a unit of the tax base (e.g., 70.06 cents per $100 of
taxable real property in the unincorporated areas).

UNINCORPORATED AREA – New Castle County provides full services to the area within its
jurisdiction granted by the State of Delaware, called the “unincorporated area”. The unincorporated area
does not include tax parcels located within the thirteen (13) incorporated municipalities.
304
Appendix
INDEX
A
C
Acronyms A – 293-296
Clerk of the Peace OB – 130-131
Administration (Dept.) OB – 109-122
Commissions (and Boards) RG – 9-11
Administrative Services OB – 113-116
Communications Office OB – 106
Appendix A – 271-307
Community Develop. & Housing OB – 167-170
Assessment OB – 117-119
Community Profile RG – 5
B
Community Resources OB – 161-163
Boards (and Commissions) RG – 9-11
Bonded Debt Accomplishments PI – 47
Bonded Debt Objectives PI – 47
Bonded Debt Policies PI – 47
Bond Ratings OB – 195
Budget Cycle Description RG – 14-16
Budget Per Capita RG – 28
Budget Presentation Explanation RG – 18
Budgetary Accomplishments PI – 44
Budgetary Objectives PI – 43
Community Services (Department) OB – 159-170
Community Services (Admin.) OB – 160-161
Compar. Summary of Sources & Uses OB – 75
Contingencies (Non-Departmental) OB – 209
County Auditor’s Office OB – 99-100
County Council OB – 97-100
County Executive OB – 103-106
Cultural & Ethnic Harmony PI – 39
Customer Relations & Enforcement OB – 154-155
D
Budgetary Policies PI – 42-44
Debt Margin OB – 195
Budgetary Profiles Overview BP – 55
Debt Performance Measures OB – 196-197
C
Debt Service OB – 195-209
Capital Budget Highlights TL – xii-xiv
Capital Budget CB – 211-270
Capital Budget Department Profiles CB – 228-270
Administration CB – 267-269
Community Services CB – 258-261
Libraries CB – 258-261
Debt Service % Operating Budget OB – 198-199
Debt Service Authorizations OB – 208
Debt Service Requirements (All Funds) OB – 202
Debt Service Rqmts. (All Sewer Fund) OB – 204
Debt Service Rqmts. (Bridleshire Farms/Belltown)
OB – 206
Debt Service Rqmts. (By Issue) OB – 201
Executive Office CB – 270
Debt Service Rqmts. (General Fund) OB – 203
Public Safety CB – 262-266
Debt Service Rqmts. (Sewer Fund Bonds) OB – 205
Special Services CB – 228-257
Debt Service Rqmts. (Stormwater Basin) OB – 207
Sewer & Stormwater CB – 228-242
Departmental Highlights OB – 97-209
Facilities/Equipment CB – 243-248
Direction and Control OB – 103-104
Parks CB – 249-257
Capital Budget Develop. Impact Fees CB – 216
Key to Abbreviations
Capital Budget Expenditures – 6 years CB – 227
Capital Budget Financing CB – 215
Capital Budget Funding Summary CB – 223-225
Capital Budget Overview CB – 212-213
Capital Budget Planning Process CB – 219-221
Capital Budget & Program Policy CB – 214
Capital Budget & Program Summary CB – 225-226
Appendix
A
BP
CB
OB
PI
RG
TC
TL
=
=
=
=
=
=
=
=
Appendix
Budgetary Profiles
Policy Initiatives
Reader’s Guide
Table of Contents
Transmittal Letter
305
INDEX
E
H
Economic Development Office OB – 105
History of New Castle County RG – 6-7
Economic Growth RG – 35-37
Human Resources OB – 120-122
Emergency Communications OB – 182-183
Emergency Management OB – 188-190
Emergency Medical Services (Paramedics)
OB – 184-187
Employee Services OB – 120
Engineering OB – 140-141
I
Index A – 305-307
Insurance (General) OB – 111
Investment & Cash Management Accomplishments
PI – 46
Ethics Commission OB – 209
Investment & Cash Management Objectives
PI – 45-46
Expenditure & Appropriation Uses BP – 71
Investment & Cash Management Policies PI – 44-46
F
Investment Policy Capital Funds OB – 208
Facilities Maintenance OB – 138-139
Finance Office OB – 117-119
Financial Comparative Schedules BP – 64-67
Financial Conditions – General BP – 62
Financial Conditions Combined Fund BP – 61
Financial Conditions Sewer Fund BP – 63
Fire Companies (Grants) OB – 191-192
Fleet Operations OB – 137-138
Full-Time Positions RG – 12; A – 277-292
Fund Comparison by Department BP – 60
Fund Percentage Chart BP – 56
J, K
L
Land Use (Department) OB – 149-155
Land Use (Administration) OB – 150-151
Law Office OB – 110
Legislation OB – 97-98
Licensing OB – 153-154
Libraries OB – 163-166
M
MAPS
Fund Sources BP – 58
Capital Budget Selected Projects TL – xiv
Fund Uses BP – 59
Capital Budget Sewer/Stormwater Projects
CB – 229
Funding Summaries OB – 75-91
Governance Map RG – 4
G
New Castle County RG – 3
General Insurance OB – 111
General Obligation Bonds OB – 200-207
Glossary of Terms A – 297-304
Grants to Fire Companies OB – 191-192
Regional Location RG – 3
Mission Statement PI – 39
N
A
BP
CB
OB
PI
RG
TC
TL
306
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Appendix
Budgetary Profiles
Policy Initiatives
Reader’s Guide
Table of Contents
Transmittal Letter
Appendix
INDEX
O
R
Operating Budget Highlights TL – vi-xi
Recorder of Deeds OB – 127-128
Operating Budget Profiles by Fund TL – x-xi
Reader’s Guide RG – 1-37
Organization Chart RG – 8
Register in Chancery OB – 125
Operating Budget Combined Sched. BP – 68-71
Register of Wills OB – 125-127
Operating Budget Comparative Sched. BP – 64-67
Revenues & Funding Sources BP – 68-70
Operating Budget Comparison by Dept. BP – 60
Risk Management OB – 111-112
Operating Budget Chg. In Fin. Position BP – 61-63
Row Offices OB – 125-131
Operating Budget by Fund (Chart) BP – 56
Operating Budget Index RG – 22-24
Operating Budget Summary OB – 75-93
Operating Budget Sources of Funds BP – 58
Operating Budget Uses of Funds BP – 59
P
S
School Crossing Guards OB – 181-182
Sheriff OB – 129-130
Special Services (Department) OB – 135-145
Special Services Administration OB – 136
Statistics RG – 31-34; A – 271-272
Paramedics (Emergency Medical Services)
OB – 184-187
Pension and Benefits OB – 121-122
Planning OB – 151-152
Police Operations OB – 175-180
Police Policy Initiatives PI – 39
POLICIES
Bonded Debt Policies PI – 47
All Funds BP – 58
T
Table of Contents TC – i-iv
Technology Section OB – 114-116
Transmittal Letter TL – v-xvi
U, V
Budgetary Policies PI – 42-44
Value of County Services RG – 29
Financial & Accounting Policies PI – 47-49
Volunteer Fire Companies (Grants) OB – 191-192
Investment & Cash Mgmt. Policies PI – 44-46
Key Financial Policies (KFP) PI – 50-53
Other Significant Policy Initiatives PI – 53
Policy Initiatives PI – 39-53
Position Summary RG – 13
W
Wastewater Management Policy Initiatives PI – 39
Wastewater Services OB – 143-145
X, Y, Z
Procurement Section OB – 112-114
Program Summaries OB – 92-93
Programmatic Policy Goals & Objectives PI – 40-41
Property Maintenance OB – 141-143
Property Tax Rates RG – 25-26
Prothonotary OB – 125
Public Safety (Department) OB – 173-192
Public Safety Administration OB – 174-175
Q
Appendix
A
BP
CB
OB
PI
RG
TC
TL
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Appendix
Budgetary Profiles
Policy Initiatives
Reader’s Guide
Table of Contents
Transmittal Letter
307