new castle county - nccde.org

New Castle County

RECOGNIZED FOR EXCELLENCE

Sherry L. FreeberyChief Administrative Officer

Ronald A. Morris

Chief Financial Officer

David F. McAllister

Chief of Police

Charles Baker, General Manager

Department of Land Use

Patricia Lutz DiIenno, Ed.D.

Chief Human Resources Officer

Timothy Mullaney, Sr.

County Attorney

Joseph Freebery, General Manager

Department of Special Services

Diane Baker, General Manager

Dept. Of Community Services

James H. Sapp

Chief Procurement Officer

New Castle County

Elected and Selected Officials

For Fiscal Year 2004

Executive (Elected)

County Executive . . . . . . . . . . . . . . . . . . . . . . . . . . . Thomas P. Gordon

Legislative (Elected)

County Council

President of Council . . . . . . . . . . . . . . . . . . . . . . . . . Christopher A. Coons

Members of Council

First District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . J. Robert Woods

Second District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . Robert S. Weiner

Third District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . William J. Tansey

Fourth District. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Penrose Hollins

Fifth District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Karen G. Venezky

Sixth District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Patty W. Powell

Administrative

Chief Administrative Officer . . . . . . . . . . . . . . . . . . . . . . . Sherry L. Freebery

Chief Financial Officer . . . . . . . . . . . . . . . . . . . . . . . . . . Ronald A. Morris

Chief Human Resources Officer. . . . . . . . . . . . . . . . . . . . . Patricia Lutz DiIenno

Chief of Police . . . . . . . . . . . . . . . . . . . . . . . . . . . . David F. McAllister

Chief Procurement Officer . . . . . . . . . . . . . . . . . . . . . . . . . . James H. Sapp

Community Services General Manager . . . . . . . . . . . . . . . . . . . . . Diane J. Baker

County Attorney . . . . . . . . . . . . . . . . . . . . . . . . . Timothy P. Mullaney, Sr.

Land Use General Manager . . . . . . . . . . . . . . . . . . . . . . . . Charles L. Baker

Special Services General Manager . . . . . . . . . . . . . . . . . . . . . Joseph J. Freebery

Row Offices (Elected)

Clerk of the Peace . . . . . . . . . . . . . . . . . . . . . . . . . Kenneth W. Boulden, Jr.

Recorder of Deeds . . . . . . . . . . . . . . . . . . . . . . . . . Michael E. Kozikowski

Register in Chancery. . . . . . . . . . . . . . . . . . . . . . . . . . . . Diane Kempski

Register of Wills . . . . . . . . . . . . . . . . . . . . . . . . . . . Diane Clarke Streett

Sheriff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Michael P. Walsh

Capital Program & Budget Review Committee (CPBRC)

Chief Administrative Officer . . . . . . . . . . . . . . . . . Sherry L. Freebery

Chief Financial Officer . . . . . . . . . . . . . . . . . . . . Ronald A. Morris

Accounting & Fiscal Manager . . . . . . . . . . . . . . . Edward M. Milowicki

Senior Budget & Procedures Analyst . . . . . . . . . . . . . . Michael L. Coupe

Accountant II . . . . . . . . . . . . . . . . . . . . . . . Patricia A. Woods

Planner III . . . . . . . . . . . . . . . . . . . . . . . . . Joseph M. Abele

Budget Office Staff

Accounting & Fiscal Manager . . . . . . . . . . . . . . . Edward M. Milowicki

Senior Budget & Procedures Analysts . . . . . . . . . . . . . . Michael L. Coupe

David A. Del Grande

Emil M. Salony, Jr.

Finance Administration Manager . . . . . . . . . . . . . . . . Laura A. Rawlins

Budget & Procedures Analyst . . . . . . . . . . . . . . . . . Charles F. Oleksy

Budget Office Assistant . . . . . . . . . . . . . . . . . . . . . Jean M. Cocco

Finance Information Specialist. . . . . . . . . . . . . . . . . Sharyn L. Betschel

Special thanks to our Department Managers and staff

for their valuable assistance in providing information needed to publish the

Comprehensive Annual Budget Summary

New Castle County’s annual budget documents are submitted for review by the Government FinanceOfficers Association (GFOA). GFOA has established a program for the review of budget documents toensure that budget documents serve four distinct functions, by meeting certain criteria established by ca-reer budget officials from throughout the United States and Canada. The four functions that must be metare:

1- The budget must serve as a policy document for elected officials and administration to convey howthe 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 fundingthrough the budget. That includes identifying the resources (dollars and staffing) to be providedand the objectives to be met.

3- The budget must serve as a financial plan, divulging all sources of funding and how those sourceswill be used. The budget should show data for multiple years so that the new budget can becompared with prior years data.

4- The budget must serve as a communications device to convey essential information to the diversegroups who use budget information — elected official, the public, the news media, othergovernments, bond rating agencies and investors. This purpose is served through a variety ofdevices: 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 bud-get document, the FY2003 Annual Budget, and for each of the twelve preceding years’ budget documents.The Fiscal 2003 budget document received an “Outstanding” designation as a Special Capital Recog-nition Award.

The GFOA award is good for a single year. New Castle County believes its FY2004 budget documents willcontinue to conform with program requirements and will submit them to GFOA to determine the County’seligibility for another award. Continued participation ensures that documents prepared by County staffcontinue to convey information in a usable form for the variety of groups who use the budget document.

National Recognition for the

County’s Budget Document

Page iv

July, 2003

To the Members of County Council

and to All New Castle County Citizens

It is my pleasure to present to you New Castle County’s Comprehensive Annual Budget Summary for Fiscal

Year 2004. Since the start of this administration in 1997, it has been our goal to provide for a safe,

environmentally sound, attractive, well-balanced community through quality services and programs. Nationally,

we are dealing with a turbulent economy, and public safety and security are primary concerns for many. Despite

these uncertain times, New Castle County remains financially sound. Our financial strength enables us to provide

services and programs that further ensure our residents’ safety, while maintaining a high quality of life in New

Castle County. Remarkably, through careful management and sound fiscal policies, we are once again able to

provide these programs and services to our constituents without increasing property tax rates.

In the Fiscal Year 2004 Budget, I am proposing the formation of the first New Castle County Emergency

Planning Team, which will develop and implement a comprehensive plan of response to terrorism, disasters, and

public safety threats. The Fiscal Year 2004 Budget provides a 25.4% funding increase to New Castle County’s

Volunteer Fire Companies, for a total of $3.9 million which includes $950,000 for a County-wide paging system

for Fire and EMS services. We are also increasing the County’s funding allocation for paramedic services by

10%, and $250,000 to aid the City of Wilmington in providing ambulance service. The Fiscal Year 2004 Budget

features a number of programs that provide for New Castle County’s cultural enrichment, including an increase of

$1,316,892 for operating costs for our 15 libraries, and funding for two new librarian positions. The Fiscal Year

2004 Capital Budget includes libraries, parks, sewers, facility improvements, and open space/farmland acquisition.

Notably, our debt service was reduced by nearly $4 million due to superior financial and debt management and the

attainment of the AAA bond rating from all three major rating agencies. With these objectives in mind, the Fiscal

Year 2004 budget will provide the financial means to achieve our Programmatic Policies.

Programmatic Policies

◆ To ensure a safe community environment which protects citizens’ lives, health, and property by providing

quality law enforcement, emergency medical services, and emergency communications.

◆ To assure that present and future citizens have a safe and environmentally sound place in which to live and

work.

◆ To enhance the quality of life for New Castle County residents through long-range, comprehensive develop-

ment planning and definitive action applied to the natural and built environment.

◆ To recognize and capitalize on New Castle County’s cultural and ethnic diversity and to promote harmony

among all people.

◆ To identify, recruit, and develop leadership for advancing the County government and its neighborhoods and

advocate policies which will benefit New Castle County and its citizens.

◆ To recruit and retain the most competent and diverse workforce, the County’s major asset, in order to achieve

the programmatic and financial goals of New Castle County Government.

Page v

Our Fiscal Year 2004 operating budget embraces the following tenets that over the past six years have

advanced the quality of life for New Castle County residents.

✰ the budget provides adequate funding for projected expenditures;

✰ the budget is backed by the County’s strong general fund and sewer fund reserves;

✰ the budget provides adequate contingency appropriations;

✰ the budget provides sufficient maintenance and replacement dollars to ensure that capital

facilities and equipment are properly maintained;

✰ the budget requires no increase in the unincorporated and the incorporated real property

tax rates. The tax rate for the new budget in the unincorporated (the largest area) is 45.50¸

per $100 assessed valuation, the same rate as the previous six years;

✰ the budget advances our quality of life programs and addresses our increasing service

demands; and

✰ the budget promotes a competitive compensation and benefits package, which is one of the

finest anywhere for all of our valued employees.

$55,238,750

$3,278,000

$136,693,302

New Castle CountyFY 2004 Approved Operating Budget

Percentage of Budget by Fund

Sewer Fund - 28%

Street Light Fund - 2%Street Light Fund - 2%Street Light Fund - 2%

General Fund - 70%

ALL Funds ....$195,210,052

The Approved FY 2004 Operating Budget (for all funds) totals $195,210,052.

It is a $6,183,062 or 3.3% increase above the initial

authorized 2003 Operating Budget.

� HIGHLIGHTS OF THE APPROVED 2004 OPERATING BUDGET

Page vi

Our operating budget totals $195.2 million. This reflects an average seven-year growth of 4.9% per year

when compared to the 1997 budget. This is without a property tax-rate increase. The Fiscal Year 2004 Budget

will enable the County to provide for a safe, environmentally sound, attractive and well-balanced community

through quality services and programs. Our budget

increase goes for public safety, environmentally sound

wastewater operations, quality development standards,

effective code enforcement, expansion of recreational

and cultural centers, active partnerships with our

community groups and fair compensation for our valued

employees. The Fiscal Year 2004 Approved Budget

represents an overall increase of $6.2 million or 3.3%

over the Fiscal Year 2003 Approved Budget.

This year’s budget also includes funding to ensure

readiness in responding to any emergencies that may

arise from terrorism, reflecting the need for increased

homeland security. This is an extension of the initiatives

undertaken in Fiscal Year 2003 which included purchase

of chemical and biological protective equipment and

bomb sniffing dogs.

Highlights of our operating budget include:

To augment the one million dollars in equipment for emergency responders to disasters and high-risk

public safety scenes; the County Executive is proposing the formation of the New Castle County Emergency

Planning Team. This budget contains funding for a year-long assignment of a new team which will report

directly to the County Executive. This new team will develop and implement a comprehensive plan of response

to terrorism, disasters, and public safety threats and study the readiness throughout New Castle County to survive

any crisis successfully. New budgetary items to facilitate excellence in emergency planning include:

• County-wide paging system allocation of $950,000 for Fire and EMS services so as to enhance ability

to jointly respond to local emergencies.

• New Castle County’s Volunteer Fire Companies funding increase of 25.4% for a total of $3,908,360

(includes $950,000) for fire, ambulance and rescue services.

• Funding of $100,000 for a new

County-wide emergency planning initiative.

• Two new positions to establish a permanent

training component in Public Safety.

• Funding of $250,000 to the City of

Wilmington Fire Department for ambulance

service.

• Increased County funding allocation of 10%

for paramedic services for a total County

funding of 50% of program costs.

• Funding of $50,000 for a permanent

protective vest program for our police

officers.

1978-1981 1982-1985 1986-1989 1990-1993 1994-19970%

5%

10%

15%

20%

25%

30%

35%

1998-2004

Fiscal Year

Percentage

Tax Rate Increase1978-2004

Our Administration

Funding for our partnership with 21

Volunteer Fire Companies.

� HIGHLIGHTS OF THE APPROVED 2004 OPERATING BUDGET (Continued)

Page vii

• Ethics Commission funding of

$180,000 to support operating costs.

• Libraries supplement increase of

$1,316,892 or 15.4% for operating

costs of our 15 libraries including

increased funding for book

purchases and technological

enhancements. Total resources

allocated for library services are

$9,860,886.

• Two new librarian positions costing

$96,000, to provide one additional

position at the new Brandywine

Hundred Library and one position to start up the new Woodlawn Library in the City of Wilmington.

• Environmental protection initiatives including.

� National Pollutant Discharge Elimination System (NPDES) Program funding of $400,000 for field

inspections and related testing.

� Army Creek, Tybouts Landfills and Fox Point appropriation of $1,650,000 for continuing legal,

consultant and operating costs.

� Sewer flow meter maintenance and monitoring funding of $350,000 to improve warning of

significant sewer flow changes and State mandated (non-funded) expenses of $250,000 for debris

pit remediation.

� Sewer payment increase of $441,700 to City of Wilmington for treatment charges.

� Miss Utility Program funding of $525,000 to respond to calls for sewer line markings in order to

prevent environmental accidents.

• Cost of living allowances and merit increases of $4.4 million for our valued employees.

• Healthcare cost budget increase of $1,300,000 or 10% due to the rising cost of hospital care and

prescription drugs and pension contribution increase of $500,000, or 8% for our County’s employees’

pension fund.

• Funding increase of $200,000 in Community

Services for new and additional programming,

plus two new library cafes.

• Supplemental funding of $200,000 in

Information Systems for technical assistance and

maintenance contracts associated with computer

software.

• Debt service reduction of nearly $4,000,000 due

to superior financial and debt management as

reflected in AAA bond ratings from all three

major rating agencies.

Funding for operating costs of the new

Brandywine Hundred Library.


ResidentialSewer Rate Increase

1978-2004

1978-1981 1982-1985 1986-1989 1990-1993 1994-19970%

10%

20%

30%

40%

50%

60%

70%

1998-2004

Fiscal Year

Percentage

Page viii

Where the Money Comes from by Source of FundsWhere the Money Comes from by Source of Funds

Where the Money Goes by Line Item Category

Where the Money Goes by Type

Real Estate Taxes36%

Sewer Charges &Fees23%

Real Estate TransferTax12%

Service Charges & Fees10%

Use of Money &Property 10%

Intergovernmental3%

Other4%

Police32%

Special Services29%

Row Offices3%

Debt Service10%

General GovernmentServices

9%

Land Use7%

Community Services8%

Salaries/Benefits58%

Other2%

Communication/Utilities12%

Contractual Services18%

Debt Service10%

Other2%


Licenses & permits2%

Reader's Guide 13

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14 Reader's Guide

Authorization at July 1st of each fiscal year.

Posi

tion

s

1994 1995 1996 1997 1998 1999 2000 2001 2002 2003

0

500

1,000

1,500

2,000

New Castle County

Full Time Positions

Fiscal Years 1994 - 2004

1409.0

1614.0

1427.01487.01492.0

1477.6

1475.01606.0

1531.0

1501.0

Fiscal Year

1619.0

2004

New Castle CountyFull Time Positions by Department

Fiscal Year 2004

Sheriff 1.31%

Register of Wills 1.12%

Clerk of the Peace 0.31%

Recorder of Deeds 1.80%

Register in Chancery 0.74%

Row Offices

Police36%

Council1%

Special Services28%

Community Services9%

Row Offices5%

Executive1%

Administration9%

Land Use11%

Full-Time Positions by Department

Council 21

Executive 10

Administration 148

Special Services 449

Land Use 175

Community Services 152

Police 580

Row Offices

1,619

84

FY 2004 reflects a 0.3% increase from

FY 2003 or an additional 5 positions.

Position increase is attributable to the

following services:

Special Services - increase of 2

Community Services (Libraries) - increase of 2

Police - increase of 2

and the Sheriff ’s Department - increase of 1

offset by decreases in County Council (1)

and Chancery (1)

Reader's Guide 15

New Castle County

Position Summary

Fiscal Years

Position Position Position

Changes Changes Changes

Department 2002 For 2002 2003 For 2003 2004 For 2004

County Council 19 0 22 3 21 -1

County Executive 10 0 10 0 10 0

Administration 148 5 148 0 148 0

Special Services 448 41 447 -1 449 2

Land Use 171 -1 175 4 175 0

Community Services 145 6 150 5 152 2

Police 577 25 578 1 580 2

Register in Chancery 13 0 11 -2 10 -1

Register of Wills 18 0 18 0 18 0

Recorder of Deeds 31 -1 29 -2 29 0

Sheriff 21 0 21 0 22 1

Clerk of the Peace 5 0 5 0 5 0

TOTAL FULL-TIME POSITIONS 1,606.0 75.0 1,614.0 8.0 1,619.0 5.0

Employees Per 1,000 Population 3.21 3.22 3.23

� Fiscal 2004 full-time positions are funded in the operating, grant and capital budgets.

Operating positions are 1,557.3; grant positions are 44.1 and capital positions are 17.6. The

number of full-time positions for Fiscal Year 2004 reflects a 0.3% increase from the FY 2003

budget. Total employees per 1,000 population for Fiscal Year 2004 will be a 3.23 or a 0.01%

increase from Fiscal Year 2003.

REFER TO:

- Transmittal Letter Tab and Operating Budget Summary Tab for a discussion of the Fiscal Year 2004

departmental position changes.

- Appendix Tab for a detailed listing of positions and changes for Fiscal Years 2002, 2003 and 2004.

16 Reader's Guide

NEW CASTLE COUNTY BUDGETARY PROCESS

D

evelopment 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.

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).

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:

Office of Finance

Formulate Fiscal Plan with County Executive.

Departments/Row Offices

Submit budget requests to Finance Office.

Office of Finance

Reviews budget requests and prepares summary reports forCounty Executive review.

Reviews preliminary revenue estimates and significant issues.

County Executive

Presents budget for Council consideration.

County Council

Reviews proposed budget and holds public hearings andconsiders comments and suggestions from citizens.

Budget Adoption.

County Executive

County Executive approval.

Office of Finance

Budget Implementation.July

June

April

MayThru

March

Jan.

Feb.Thru

Dec.

Office of Finance

Reviews instructions with departments and distributes budgetmanual guidelines and other budget preparation material.

Sept.

Oct.

Nov..Thru

Reader's Guide 17

Budget Cycle Descriptions

1. During September and October, the Executive Budget Committee meets with the County Executive and

staff to review the County’s service level performance and to update the fiscal plan for the next three years.

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. During the first two weeks in January, the County departments and offices submit their completed service

level requests and revenue estimates to the Budget Office.

5. 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 estimates with Managers and members of each department/office.

6. The County Executive’s recommended budget is prepared during March and submitted to County Council

by April 1.

7. 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.

8. In late May, but no later than June 1, County Council formally adopts the annual Operating Budget.

9. After adoption, if the County Executive approves the ordinance(s) presented to him/her, he/she shall sign

this legislation and return said ordinance(s) to the Clerk of the County Government. The ordinance(s) shall

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).

10. 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 balance and to prepare for the upcoming fiscal year budget.

18 Reader's Guide

NEW CASTLE COUNTYBUDGET ROLES AND RESPONSIBILITIES

E

very 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:

• 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.

• The Budget Liaisons serve as the vital communication link 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.

• 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 meet quarterly with each department to review and

monitor the status of all approved capital projects and programmed capital projects.

• 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.

• The Office of Finance is responsible for preparing short-range and long-range revenue and expenditure

forecasts, and calculating departmental budget targets. Assistance is provided to departmental General

Managers or Budget Liaisons with preparation requirements and with presentation formats. Budget Office Staff

also coordinates the collating, analysis, and summarizing departmental requests and preparing 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 is 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.

• The Chief Administrative Officer is responsible for reviewing the total financial program and formulating a

County-wide proposed budget and submitting it to the County Executive.

• The County Executive is responsible for submission of the County’s recommended budget to County Council.

• The County Council is responsible for review and approval of the final budget.

Reader's Guide 19

Explanation of Budget Presentation

Budget Presentation Format

The Fiscal Year 2004 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 a series of administrative budget meetings,

wherein the impacts upon service delivery is 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, reflect-

ing Fiscal Year 2004 costs and 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.

The Fiscal Year 2004 Operating Budget format offers a maximum of four service level alternatives: Base, Reduced,

Current, and Improved. The impact of each of these requested service alternatives is described on the Service Level

Summary Form (B-1) which precedes each budget unit in the operating budget book detail. This document may be

obtained from the Budget Office. The B-1 also indicates the ranking assigned by the department managers for each

requested level of funding in their department (1 of 25, 2 of 25, etc.), and reflects the funding priority (1-5) assigned during

the administrative budget review.

“1" - Essential, funded

“2" - Important, funded

“3" - Desirable, funded

“4" - Desirable, unfunded

“5" - Undesirable, unfunded

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 recog-

nized 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) are treated

slightly different 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.

20 Reader's Guide

General Budgetary Controls

New Castle County maintains budgetary controls to assure 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.

The Budget Office is authorized under County Code to make budgetary transfers of $20,000 or less between all line

items. In Fiscal 1998 County Council removed the requirement to amend any salary and employee benefit line item by

ordinance. Transfers of amounts over $20,000 require specific County Council action by ordinance.

Budgetary status information is available through the on-line accounting system. Various reports provide

information to the departments and offices; monthly fiscal profiles are provided to the County Executive utilizing

narrative and graphic presentations. Fiscal Status Reports are presented to County Council on a periodic basis for the

current year and the following three fiscal years. Additionally, at mid-fiscal year, departments must submit six-month

forecasts of revenues and expenditures to the Budget Office. This is to assure budgetary compliance, to highlight any

potential problem areas, and to plan for the upcoming fiscal years.

Performance Measurement

Service level performance is evaluated through a variety of indicators outlined below:

� Citizen feedback - includes meetings with and reports of civic service committees and

service alliance groups.

� Citizen surveys - includes service program questionnaires and selected service surveys,

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, minimum of three per year.

� 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, Pay-

roll, Purchasing and Budgeting), deeds record automation and the Phoenix Management

Services, Inc. assessments.

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.

The results of these performance indicators and tools are reflected throughout the budget, operating and capital, and

are an integral component of the County’s policy and budget processes.

Reader's Guide 21

Funds Structure

The New Castle County operating budget encompasses the following 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.

√ New Castle County Airport Fund (Proprietary Fund) - This fund is used to ac-

count for the operation of an airport facility and related business park for years prior

to Fiscal Year 1997. For Fiscal Year 1997 and beyond, the fund accounts for the ac-

tivity between the Lessee (Delaware River Bay Authority) and New Castle County.

√ Light Tax Fund (Governmental Fund) - This fund is used to account for commu-

nity 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.

In addition to these operating budget funds, the following non-proprietary project-type funds are utilized by New

Castle County:

√ Grants Fund (Governmental Fund) - This fund is used to account for certain pro-

ject-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 fund-

ing 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 Miscella-

neous Capital Improvements. The Capital Program and Budget is a separate and dis-

tinct 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.

22 Reader's Guide

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).

Activities/Services Fund(s)

County CouncilLegislation

General

AuditGeneral

County ExecutiveDirection and Control

General

Administration*Law

General

Administrative ServicesGeneral

Information SystemsGeneral

Accounting and BudgetGeneral

TreasuryGeneral, Light

Employee ServicesGeneral

Risk ManagementGeneral

Pension and BenefitsGeneral

ProthonotaryProthonotary

General

Register in Chancery(1)Register in Chancery

General

(1)Effective 1/1/2002 became a State of Delaware Agency

Register of WillsWills Administration and Probate

General

Recorder of DeedsDeeds and Corporate Filings

General

SheriffSheriff

General

Clerk of the PeaceClerk of the Peace

General

Program: General Government

Reader's Guide 23

Department Unit Activities/Services Fund(s)

Special Services*Administration

General

Internal ServicesGeneral

Fleet OperationsGeneral

Facilities MaintenanceGeneral

Property MaintenanceGeneral

Environmental OperationsSewer

Construction SupportSewer

Sewer MaintenanceSewer

Plant OperationsSewer

Environmental ComplianceSewer

EngineeringGeneral

Land Use*Administration

General

PlanningGeneral

AssessmentGeneral

LicensingGeneral

Erosion & Sediment ControlSewer

Code EnforcementGeneral

Office of Customer Information & AssistanceGeneral

Community Services*Administration

General

RecreationGeneral

Sports & AthleticsGeneral

Community Development & HousingGeneral

Rockwood MuseumGeneral

Arts PartnershipGeneral

Senior ServicesGeneral

Technical ServicesGeneral

LibrariesGeneral

Program: Special Services

Program: Land Use

Program: Community Services

24 Reader's Guide

Department Unit Activities/Services Fund(s)

Police*Police Administration

General

Police OperationsGeneral

Crossing GuardsGeneral

Emergency Medical ServicesGeneral

Emergency CommunicationsGeneral

Emergency PreparednessGeneral

Grants to Volunteer Fire CompaniesGeneral

Grants to Wilmington Fire DepartmentGeneral

Non-DepartmentalDebt Service

General, Sewer, Airport

Non-DepartmentalGeneral Insurance

General

Non-Departmental Council ContingencyGeneral

Executive ContingencyGeneral

Severance ContingencyGeneral

Salary Adjustment ContingencyGeneral, Sewer

Executive Contingency for Performance IncentivesGeneral

Program: Police

Program: Debt Service

Program: General Insurance

Program: Contingency

Reader's Guide 25

FY 2004 County Real Property Tax Rates

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 in-

corporated municipalities, the County must provide a tax credit for those County services that the municipality per-

forms 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, recrea-

tion, drainage, housing and planning services.

Accordingly, the FY 2004 County real property tax rates are as follows:

Tax Rate in Cents

Per $100 of

Location Assessed Valuation

Those portions of New Castle County not within any

of the following incorporated municipalities

45.50

Arden 37.75

Ardencroft 37.75

Ardentown 37.75

Bellefonte 25.60

Delaware City 16.40

Elsmere 20.70

Middletown 16.40

Newark 15.80

New Castle 16.40

Newport 18.40

Odessa 23.60

Townsend 25.60

Wilmington 15.80

Note: The above pie chart presents the FY 2004 County property tax dollar and the services it will fund.

Debt Service $0.05General Government $0.03

Land Use $0.09

Special Services $0.12

Police $0.48

Community Services $0.21

Other $0.02

New Castle CountyCounty Tax Dollar

FY 2004 Uses(in cents)(in cents)(in cents)

26 Reader's Guide

New Castle CountyRate History 1989-2004

Unincorporated Real Property Tax Rate

FiscalYear

Tax Rate in Cents per $100of Assessed Valuation

Increase (Decrease)in Cents

Percent Increase(Decrease)

1989 34.25 0.00 0.0

1990 34.25 0.00 0.0

1991 37.50 3.25 9.5

1992 39.50 2.00 5.3

1993 39.50 0.00 0.0

1994 41.45 1.95 4.9

1995 43.35 1.90 4.6

1996 45.50 2.15 5.0

1997 45.50 0.00 0.0

1998 45.50 0.00 0.0

1999 45.50 0.00 0.0

2000 45.50 0.00 0.0

2001 45.50 0.00 0.0

2002 45.50 0.00 0.0

2003 45.50 0.00 0.0

2004 45.50 0.00 0.0

Residential Sewer Rate

FiscalYear

Composite Flow Rate inDollars per 1,000 gallons

Increase (Decrease)in Dollars

Percent Increase(Decrease)

1989 1.95582 .00000 0.0

1990 2.15140 .19558 10.0

1991 2.56596 .41456 19.3

1992 2.89748 .33152 12.9

1993 2.89747 (.00001) 0.0

1994 3.24517 .34770 12.0

1995 3.24517 .00000 0.0

1996 3.24517 .00000 0.0

1997 3.24517 .00000 0.0

1998 3.24517 .00000 0.0

1999 3.24517 .00000 0.0

2000 3.24517 .00000 0.0

2001 3.24517 .00000 0.0

2002 3.24517 .00000 0.0

2003 3.24517 .00000 0.0

2004 3.24517 .00000 0.0

Reader's Guide 27

New Castle County

Per Capita Budget

Fiscal Years 2002-2003-2004

The total operating budget for Fiscal 2004 is $195,210,052. Per capita cost, referring to cost per each person in New

Castle County, is $378.56 per person for the Fiscal 2004 budget. The operations of Police and Special Services account

for 61% of the total operating budget.

2002 2003 2004

Department Budget Budget Budget

County Council$2.98 $3.70 $3.85

County Executive$2.80 $2.89 $2.93

Administration$23.17 $24.56 $26.14

Special Services$100.08 $105.41 $111.80

Land Use$23.56 $26.24 $26.97

Community Services$25.53 $27.60 $29.00

Police$104.74 $114.18 $120.83

Prothonotary$0.15 $0.09 $0.09

Register in Chancery$1.64 $1.34 $1.34

Register of Wills$2.01 $2.17 $2.28

Recorder of Deeds$4.17 $4.21 $4.52

Sheriff$2.59 $2.77 $2.85

Clerk of Peace$0.58 $0.62 $0.64

Debt Service$46.56 $46.46 $38.48

General Insurance$2.88 $2.78 $3.37

Contingencies(Non-Departmental)$4.59 $4.56 $3.47

TOTAL PER CAPITA BUDGET $348.03 $369.58 $378.56

POPULATION 507,559* 511,508* 515,664*

*Projections from the Delaware Population Consortium Report dated October 18, 2001.

28 Reader's Guide

The Value of County Services in theUnincorporated Area

Based on an average assessed home value of $71,200

(approximate market value of $188,800 within the unincorporated area of the County)

each household will pay $324.00 in County taxes for the year, or $27.00 per month,

to support these County services:

� 24-Hour Police Protection

� 24-Hour Emergency Medical Service

� 24-Hour 9-1-1 Service

� 15 Library Facilities

� 210 Park Facilities

� Recreational Programming for ALL

Age Groups

� Building Inspections and Permit

Services

� Code Enforcement Services

� Customer Information and Assistance

� Comprehensive Land-Use Planning

� Senior Care Programs

� Housing Assistance for Targeted Populations

The value of your tax supported County services is great....

County residents receive all of their tax supported

services for less than half of the typical

cable TV bill.

In comparison, the cost of Cable TV with

extended service and HBO

is $57.90 per month or

$694.80 per year.

All this for

$27.00

per month

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Overview

Budgetary Profiles 49

� Operating Budget by Fund � Page 50

� Operating Budget Sources of Funds � Page 51

� Operating Budget Uses of Funds � Page 52

� Operating Budget Comparison By Department � Page 53

� Changes in Financial Position � Pages 54 - 56

� Comparative Schedules � Pages 57 - 61

� Combined Schedules � Pages 62 - 65

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

50 Budgetary Profiles

New Castle County

FY 2004 Approved Operating Budget

Percentage of Budget by Fund

Note: The approved 2004 operating budget for all funds increased $6,183,062 or

3.3% above the authorized 2003 operating budget.

Street Light Fund - 2%$3,278,000

Sewer Fund - 28%$55,238,750

General Fund - 70%$136,693,302

ALL Funds . . . $195,210,052


NEW CASTLE COUNTY

FY2004 Approved Operating Budget

Sources of Funds Summary

FUNDS

Street

General Sewer Light

Sources Fund Fund Fund TOTAL

Real Estate Taxes $68,938,953 $ 0 $ 0 $68,938,953

Real Estate Transfer Tax 23,500,000 0 0 23,500,000

Sewer Charges and Fees 0 43,677,397 0 43,677,397

Use of Money & Property 14,668,739 5,413,800 0 20,082,539

Service Charges and Fees 19,372,256 0 0 19,372,256

Licenses and Permits 4,320,500 0 0 4,320,500

Intergovernmental Revenue 5,892,854 0 0 5,892,854

Special Assessments 0 0 3,163,000 3,163,000

Available Cash Balances 0 8,147,553 115,000 8,262,553

Reserves 0 (2,000,000) 0 (2,000,000)

APPROPRIATED

SOURCES OF FUNDS $136,693,302 $55,238,750 $3,278,000 $195,210,052

Discussion of the 2004 Sources of Funds is contained within the Funding Summaries presented in the Operating Budget

Summary tab.


NEW CASTLE COUNTY

FY2004 Approved Operating Budget

Uses of Funds Summary

FUNDS

Street

General Sewer Light

Uses Fund Fund Fund TOTAL

Salaries and Wages $74,493,383 $10,227,713 $ 0 $84,721,096

Employee Benefits 25,177,997 3,429,558 0 28,607,555

Training and Civic 733,628 3,030 0 736,658

Communications and Utilities 3,230,665 16,431,775 2,980,000 22,642,440

Materials and Supplies 4,984,573 885,625 0 5,870,198

Contractual Services 28,107,219 6,614,535 0 34,721,754

Equipment 767,012 1,316,000 0 2,083,012

Grants and Fixed Charges 10,518,857 430,000 0 10,948,857

Debt Service 12,398,083 7,444,965 0 19,843,048

Land and Structures 130,000 155,000 0 285,000

Contingencies 2,945,000 50,000 0 2,995,000

Intragovernmental Service Credits (18,244,566) 0 0 (18,244,566)

Uses of Funds $145,241,851 $46,988,201 $2,980,000 $195,210,052

General and Admin. Charges (Credit) (8,548,549) 8,250,549 298,000 0

Appropriated Uses of Funds $136,693,302 $55,238,750 $3,278,000 $195,210,052

MAJOR COST COMPONENTS:

� General Fund - Salaries and Benefits consume over 73% of the fund with Debt Services accounting for another

9%.

� Sewer Fund - Utility costs, chiefly treatment costs paid to the City of Wilmington ($14.6 million), uses 26% of

the budget. Salaries and Benefits consume 25% and Debt Service requires 13% of the fund’s resources.


NEW CASTLE COUNTY

Summary of Operating Budget Appropriations

Comparative Schedule

All Funds

2004

Over (Under)

2003 Approved

2003 2004

Department/Purpose Approved Approved Amount Percentage

County Council $1,894,669 $1,987,771 $93,102

4.9%

County Executive 1,479,652 1,510,163 30,511

2.1%

Administration 12,561,806 13,481,429 919,623

7.3%

Special Services 53,915,560 57,653,115 3,737,555

6.9%

Land Use 13,420,449 13,906,740 486,291

3.6%

Community Services 14,116,063 14,956,739 840,676

6.0%

Police 58,402,011 62,307,972 3,905,961

6.7%

Prothonotary 44,500 44,000 (500)

-1.1%

Register in Chancery 686,053 688,354 2,301

0.3%

Register of Wills 1,108,329 1,174,962 66,633

6.0%

Recorder of Deeds 2,152,023 2,329,871 177,848

8.3%

Sheriff 1,417,609 1,469,672 52,063

3.7%

Clerk of the Peace 315,146 331,216 16,070

5.1%

Debt Service 23,762,820 19,843,048 (3,919,772)

-16.5%

General Insurance 1,420,300 1,735,000 314,700

22.2%

Contingencies 2,330,000 1,790,000 (540,000)

-23.2%

TOTAL - ALL

APPROPRIATIONS

$189,026,990 $195,210,052 $6,183,062 3.3%

Discussion of the 2004 Appropriations compared to the prior year is presented in the Operating Budget Summary tab.


NEW CASTLE COUNTY

Projected Financial Condition

All Funds

FY 2002 FY2003 FY2004

Actual Estimated Budget

Beginning Available Fund/Cash Balance** $43,137,125 $41,691,071 $30,777,842

Revenues

Taxes 90,440,281 97,398,072 92,438,953

Charges for Services 68,501,872 67,119,230 63,049,653

Licenses and Permits 4,425,293 4,324,982 4,320,500

Intergovernmental 8,152,092 7,967,989 5,892,854

Use of Money and Property 9,635,399 10,202,760 20,082,539

181,154,937 187,013,033 185,784,499

Expenditures/Expenses

General Government 25,797,014 26,637,998 28,227,987

Police Services 53,662,880 58,302,163 62,307,972


Community Services 11,964,441 13,205,463 14,956,739

Land Use 9,630,741 11,860,992 13,563,888

Debt Service 22,581,132 18,682,236 19,843,048

General Insurance 1,520,561 1,383,926 1,735,000

Contingencies 800,000 14,500 1,790,000

175,255,644 183,781,311 200,480,601

Excess of Revenues Over (Under)

Expenditures/Expenses

5,899,293 3,231,722 (14,696,102)

Other Sources (Uses)

Operating Transfers In 8,113,813 8,289,466 8,548,549

Operating Transfers Out 0 (186,864) 0

8,113,813 8,102,602 8,548,549

Revenues and Other Sources Over/Under

Expenditures/Expenses and Other Uses 14,013,106 11,334,324 (6,147,553)

Transfers to Reserves* (15,459,160) (14,100,000) (2,000,000)

Appropriated to FY2004 Budget N/A (8,147,553) 8,147,553

Ending Available Fund/Cash Balance** $41,691,071 $30,777,842 $30,777,842

ALL FUNDS:

� Governmental Funds consist primarily of the General Fund as presented on page 55. Also included in this

schedule is the Street Light Fund which is a non-material fund with a beginning fund balance of less than

$600,000 and an ending fund balance of less than $600,000.

� Enterprise Funds are the Sewer Fund and the Airport Fund.

*Transfers to reserves consist of both legislative and financial reserves. A description of these reserves and the dollar amount

of each reserve can be found in the "Financial Condition Profile" of theTransmittal Letter on page XV.

**Includes operating statement and balance sheet amounts which represent non-reserved and non-designated available cash

balances. Total fund balance can be found in the Comprehensive Annual Financial Report available from the Office of Finance.

The available fund/cash balance presents budget resources available for appropriation at the beginning of the fiscal year and

projected resources remaining at year end.


NEW CASTLE COUNTY


Governmental Funds

FY2002 FY2003 FY2004


Beginning Available Fund Balance** $11,776,353 $11,857,213 $11,939,791

Revenues

Taxes 90,440,281 97,398,072 92,438,953



Intergovernmental 7,283,221 7,232,230 5,892,854


131,316,450 135,903,840 136,693,302

Expenditures


Police Services 53,662,880 58,302,163 62,307,972



Land Use 9,630,741 11,860,992 13,563,888

Debt Service 13,869,141 12,015,219 12,398,083


Contingencies 800,000 14,500 1,790,000

125,149,403 131,823,864 145,241,851

Excess of Revenues Over (Under)

Expenditures

6,167,047 4,079,976 (8,548,549)


Operating Transfers In 8,113,813 8,289,466 8,548,549

Operating Transfers Out 0 (186,864) 0

8,102,602 8,548,549

Revenues and Other Sources Over

Expenditures and Other Uses 14,280,860 12,182,578 0

Transfers to Reserves* (14,200,000) (12,100,000) 0

Appropriated to FY2004 Budget N/A 0 0

Ending Available Fund Balance** $11,857,213 $11,939,791 $11,939,791

� Governmental Funds consist primarily of the General Fund as presented. In addition the Street Light Fund

which is a non-material fund has a beginning fund balance of less than $600,000 and an ending fund balance of

less than $600,000.

*Transfer to reserves consist of both legislative and financial reserves. A description of these reserves and the dollar amount

of each reserve can be found in the " Financial Condition Profile" of the Transmittal Letter on page XV.

**Includes operating statement and balance sheets amounts which represent non-reserved and non-designated available cash

balances. Total fund balance can be found in the Comprehensive Annual Financial Report available from the Office of Finance.

The available fund balance presents budget resources available for appropriation at the beginning of the fiscal year and projected

resources remaining at year end.


NEW CASTLE COUNTY


Enterprise Funds

FY2002 FY2003 FY2004


Beginning Available Cash Balance** $31,360,772 $29,833,858 $18,838,051

Revenues



Intergovernmental 868,871 735,759 0

49,838,487 51,109,193 49,091,197

Expenses



Debt Service 8,711,991 6,667,017 7,444,965

50,106,241 51,957,447 55,238,750

Excess of Revenues Over (Under) Expenses (267,754) (848,254) (6,147,553)


Operating Transfers In 0 0 0

Operating Transfers Out 0 0 0

0 0 0

Revenues and Other Sources Over (Under)

Expenses and Other Uses (267,754) (848,254) (6,147,553)

Transfers to Reserves* (1,259,160) (2,000,000) (2,000,000)

Appropriated to FY2004 Budget N/A (8,147,553) 8,147,553

Ending Available Cash Balance** $29,833,858 $18,838,051 $18,838,051

� Enterprise Funds are the Sewer Fund and the Airport Fund.

*Transfer to reserves consist of both legislative and financial reserves. A description of these reserves and the dollar amount

of each reserve can be found in the "Financial Condition Profile" of the Transmittal Letter on page XV .

**Includes operating statement and balance sheet amounts which represent non-reserved available cash balances. Total

retained earnings can be found in the Comprehensive Annual Financial report available from the Office of Finance. The available

cash balance presents budget resources available for appropriation at the beginning of the fiscal year and projected resources

remaining at year end.


NEW CASTLE COUNTY

Summary of Sources and Uses of Funds


All Funds

FY2002 FY2003 FY2004

SOURCES: Actual Estimated Approved

Real Estate Taxes $ 67,589,592 $ 68,186,252 $68,938,953

Real Estate Transfer Tax 22,850,689 29,211,820 23,500,000

Sewer Charges and Fees 46,260,953 45,274,074 43,677,397


Service Charges and Fees 22,121,260 21,845,156 19,372,256


Intergovernmental Revenue 8,152,092 7,967,989 5,892,854

Special Assessments 2,915,979 3,106,579 3,163,000

Available Cash Balances 2,613,611 5,470,153 8,262,553

Reserves 0 (2,000,000) (2,000,000)

Interfund Transfers 1,130,641 (4,425,486) 0

Appropriated Sources of Funds $187,245,509 $189,164,279 $195,210,052

USES:

Salaries and Wages $70,631,275 $79,109,410 $84,721,096

Employee Benefits 23,315,608 25,452,308 28,607,555

Training and Civic 488,612 565,649 736,658

Communications and Utilities 20,722,824 21,098,570 22,642,440

Materials and Supplies 5,073,889 5,446,148 5,870,198

Contractual Services 28,618,579 30,719,500 34,721,754

Equipment 3,238,839 2,366,477 2,083,012

Grants and Fixed Charges 9,630,557 10,228,216 10,948,857

Debt Service 22,630,483 19,417,995 19,843,048

Land and Structure 143,563 132,452 285,000

Contingencies 908,000 14,500 2,995,000

Intragovernmental Service Credits (14,288,579) (16,244,268) (18,244,566)

Appropriated Uses of Funds $171,113,650 $178,306,957 $195,210,052

Discussion of the 2004 Sources and Uses of Funds and major changes is presented in the Operating Budget Summary

tab.


NEW CASTLE COUNTY



General Fund

FY2002 FY2003 FY2004


Real Estate Taxes $67,589,592 $68,186,252 $68,938,953

Real Estate Transfer Tax 22,850,689 29,211,820 23,500,000


Service Charges and Fees 22,121,260 21,845,156 19,372,256


Intergovernmental Revenue 7,283,221 7,232,230 5,892,854

Available Cash Balances 450,000 260,993 0

Interfund Transfers 1,010,982 (4,425,486) 0


USES:





Materials and Supplies 4,302,054 4,585,876 4,984,573


Equipment 2,089,354 1,235,138 767,012

Grants and Fixed Charges 9,332,990 9,832,704 10,518,857

Debt Service 13,918,492 12,015,219 12,398,083

Land and Structure 0 0 130,000

Contingencies 818,000 14,500 2,945,000

Intragovernmental Service Credits (14,288,579) (16,244,268) (18,244,566)

Uses of Funds $125,149,403 $131,823,864 $145,241,851

General and Administrative Charges (7,102,831) (8,289,466) (8,548,549)



tab.


NEW CASTLE COUNTY



Sewer Fund

FY2002 FY2003 FY2004


Sewer Charges and Fees $46,260,953 $45,274,074 $43,677,397



Interfund Transfers 119,659 0 0

Reserves 0 (2,000,000) (2,000,000)


USES:





Materials and Supplies 771,835 860,272 885,625


Equipment 1,149,485 1,131,339 1,316,000

Grants and Fixed Charges 297,567 395,512 430,000

Debt Service 7,843,120 6,667,017 7,444,965

Land and Structure 143,563 132,452 155,000

Contingencies 90,000 0 50,000

Intragovernmental Service Credits 0 0 0

Uses of Funds $42,398,579 $43,215,222 $46,988,201

General and Administrative Charges 6,837,831 8,006,466 8,250,549


Discussion of the 2004 Sources and Uses of Funds and major changes is presented in the Operating Budget Summary.


NEW CASTLE COUNTY



Airport Fund

FY2002 FY2003 FY2004


Intergovernmental Revenue $868,871 $735,759 $0

Appropriated Sources of Funds $868,871 $735,759 $0

USES:

Salaries and Wages $ 0 $ 0 $ 0

Employee Benefits 0 0 0

Training and Civic 0 0 0

Communications and Utilities 0 0 0

Materials and Supplies 0 0 0

Contractual Services 0 0 0

Equipment 0 0 0

Debt Service 868,871 735,759 0

Contingencies 0 0 0

Uses of Funds $868,871 $735,759 $0

General and Administrative Charges 0 0 0

Appropriated Uses of Funds $868,871 $735,759 $0


tab.


NEW CASTLE COUNTY



Street Light Fund

FY2002 FY2003 FY2004


Special Assessments $2,915,979 $3,106,579 $3,163,000

Available Cash Balances 50,560 49,000 115,000


USES:

Communications and Utilities $2,696,797 $2,532,112 $2,980,000

Uses of Funds $2,696,797 $2,532,112 $2,980,000

General and Administrative Charges 265,000 283,000 298,000



tab.


NEW CASTLE COUNTY

Combined Budgetary Schedule

Revenues and Funding Sources

FY2002 FY2003 FY2004

Sources Actual Estimated Approved

General Fund

Real Estate Taxes

Initial Annual Levy $62,541,967 $63,722,802 $64,381,770

Prior Year Taxes 914,600 745,351 880,000

Tax Penalties 412,089 365,557 370,000

Prior Year Adjustment 511,091 64,511 0

School Crossing Guard Taxes 3,209,845 3,288,031 3,307,183

Real Estate Taxes $67,589,592 $68,186,252 $68,938,953

Real Estate Transfer Tax $22,850,689 $29,211,820 $23,500,000

Service Charges & Fees

Chancery $797,927 $0 $0

Prothonotary 34,638 32,850 32,000

Sheriff 1,448,174 1,859,762 1,367,334

Wills 3,873,882 1,923,185 2,008,750

Deeds & Instruments 9,143,819 11,144,595 9,719,000

Zoning Applications 271,814 243,019 270,000

Subdivision Review 256,543 298,217 265,000

Zoning Review 144,700 129,300 140,000

Tax Certification 86,000 87,904 75,000

Sale of Maps, Publications & Other 96,197 85,181 100,400

Library Fines & Fees 260,334 266,989 257,005

Police Accident Reports/Fees/Fines 932,215 732,893 925,000

Emergency Comm. Reimbursements 209,399 209,400 209,400

Enhanced 911 Reporting System Fee 1,024,979 1,291,629 1,120,000

Middletown/Westover Hills - Police Services 845,123 863,544 929,598

Miscellaneous Fees & Income 971,266 1,378,869 502,375

Park Leases & Rentals 965,332 959,994 1,001,000

User Permits & Program Fees 713,710 322,261 445,394

Telephone Service Fee 45,208 15,564 5,000

Service Charges & Fees $22,121,260 $21,845,156 $19,372,256

Licenses & Permits

Building Permits $3,163,695 $2,995,867 $3,022,000

Plumbing Permits 509,831 499,955 520,000

Other Permits & Licenses 195,354 238,365 197,500

Business Licenses 281,556 289,040 280,000

Plans Review 151,412 164,805 160,000

Marriage Licenses 123,445 136,950 141,000

Licenses & Permits $4,425,293 $4,324,982 $4,320,500


Revenues and Funding Sources (Continued)

FY2002 FY2003 FY2004


Use of Money & Property

Interest Earnings $5,628,232 $4,164,990 $4,313,000

City of Wilmington - City/County Building 673,069 767,790 872,600

Rentals, Concessions, and Sale of Assets 295,094 170,620 188,654

Property Tax Rate Preservation Reserve 0 0 8,940,885

New Facilities Maintenance Reserve 0 0 353,600

Uses of Money & Property $6,596,395 $5,103,400 $14,668,739

Intergovernmental Revenues

Payment-in-lieu-of Taxes $3,345 $1,962 $2,000

Real Estate Transfer Tax Fee 387,507 454,337 381,400

Debt Service Reimbursement - State of Delaware 31,052 30,731 31,100

Debt Service Reimbursement - DSWA 137,077 0 0

Indirect Cost Recovery 156,235 133,785 140,000

Federal Police Reimbursement 125,948 162,623 0

State Chancery Reimbursement 284,854 601,719 688,354

State Pension Contribution 2,036,782 1,191,691 1,000,000

State Paramedic Reimbursement 4,120,421 4,655,382 3,650,000

Intergovernmental Revenues $7,283,221 $7,232,230 $5,892,854

Sub-Total General Fund $130,866,450 $135,903,840 $136,693,302

Available Cash Balance 450,000 260,993 0

Other Transfers 1,010,982 (4,425,486) 0

General Fund Revenues and Funding Sources $132,327,432 $131,739,347 $136,693,302

Sewer Fund

Connections Fees $274,511 $173,611 $155,000

SepticWaste Haulers Fees 848,760 698,737 750,000

Survey & Inspection Fees 237,492 174,603 222,000

Sewer Service-Current 40,637,082 39,662,633 39,115,837

Sewer Service-Delinquent 2,594,616 2,069,793 1,070,000

Interest Earnings Operating Funds 2,589,004 969,405 1,170,800

Other Income 0 177,319 0

Capital Reserves 0 (2,000,000) (2,000,000)

Interest Earnings - Capital Reserves 0 4,129,955 4,243,000

Treatment Expansion Fees 913,560 963,929 913,560

Groundwater/Wastewater Fees 304,266 165,562 281,000

Stormwater/Groundwater Fees 110,056 137,518 120,000

Capital Recovery Fees 0 1,000,000 1,000,000

Miscellaneous Reimbursement 340,610 50,369 50,000


Other Transfers 119,659 0 0

Sewer Fund Revenues and Funding Sources $51,082,667 $53,533,594 $55,238,750


Revenues and Funding Sources (Continued)

FY2002 FY2003 FY 2004


Airport Fund

Reimbursements $868,871 $735,759 $0

Airport Fund Revenues and Funding Sources $868,871 $735,759 $0

Street Light Fund Revenues and Funding Sources

Street Light Revenues $2,915,979 $3,106,579 $3,163,000

Available Cash Balances 50,560 49,000 115,000

Street Light Fund Revenues and Funding Sources $2,966,539 $3,155,579 $3,278,000

ALL REVENUES AND FUNDING SOURCES $187,245,509 $189,164,279 $195,210,052


NEW CASTLE COUNTY

Combined Budgetary Schedule

Expenditure and Appropriation Uses

By Function

FY2002 FY2003 FY 2004

Uses Actual Estimated Approved

General Fund

General Government $18,959,183 $18,631,532 $20,027,438

Police Services 53,662,880 58,302,163 62,307,972



Land Use 9,630,741 11,860,992 13,563,888

Debt Service 13,869,141 12,015,219 12,398,083


Contingencies 800,000 14,500 1,740,000

General and Administrative Charges (7,102,831) (8,289,466) (8,548,549)

Total General Fund $118,046,572 $123,534,398 $136,693,302

Sewer Fund

Wastewater Service $34,555,459 $36,548,205 $39,543,236

Debt Service 7,843,120 6,667,017 7,444,965

General and Administrative Charges 6,837,831 8,006,466 8,250,549

Total Sewer Fund $49,236,410 $51,221,688 $55,238,750

Airport Fund

Debt Service $868,871 $735,759 $0

Total Airport Fund $868,871 $735,759 $0

Street Light Fund

Street Lighting $2,696,797 $2,532,112 $2,980,000

General and Administrative Charges 265,000 283,000 298,000

Total Street Light Fund $2,961,797 $2,815,112 $3,278,000

TOTAL $171,113,650 $178,306,957 $195,210,052


tab.

Operating Budget Summary 85

Total Operating Budget

(in Millions)

COUNTY EXECUTIVE $1.5Direction and Control

DEPARTMENT OF ADMINISTRATION $13.5Law

Administrative Services

Finance

Human Resources

ROW OFFICES $6.0Prothonotary, Register in Chancery, Register of Wills,

Recorder of Deeds, Sheriff, Clerk of the Peace

DEPARTMENT OF SPECIAL SERVICES $57.6Administration

Internal Services Administration

Fleet Operations

Facilities Maintenance

Property Maintenance

Environmental Operations

Construction Support

Sewer Maintenance

Plant Operations

Environmental Compliance

Engineering

DEPARTMENT OF LAND USE $13.9Administration

Assessment

Planning

Licensing

Code Enforcement/Community Governing

DEPARTMENT OF COMMUNITY SERVICES $15.0Administration

Community Resources

Libraries

Community Development & Housing

DEPARTMENT OF POLICE $62.3Police Administration

Police Operations

School Crossing Guards

Emergency Services

Volunteer Fire, Rescue & Ambulance Services

Grants to Wilmington Fire Department

DEBT SERVICE, GENERAL INSURANCE, CONTINGENCIES $23.4

FY 2004 DEPARTMENTAL HIGHLIGHTS

COUNTY COUNCIL $2.0Legislation

Audit

YouAreHere


Program Summaries -

General Government

� County Council

√ Service Narrative

The County Council is comprised of six Council members elected by districts and a President who is elected at-large.

Council members serve staggered four-year terms. County Council serves as the legislative body of County government.

County Council has the responsibility for enacting County ordinances, appropriating funds to conduct County business,

approving all zoning and rezoning of land and establishing the framework for the management of the affairs of the

government. Under the provisions of the State Code, the Council appoints an Internal Auditor to oversee all audits.

√ Fiscal 2003 Major Service Level Accomplishments

• Assured fiscal stability by adopting a balanced budget for Fiscal 2004 by May 31, 2003.

• Funded new and existing County parklands, including a much needed new park in the Bear-Glasgow area that

will provide a variety of recreational opportunities.

• Allocated $15 million over three years for farmland and open space preservation.

• Created a Diversity Commission to provide the County guidance and advice on increasing and maintaining the

diversity of the County workforce.

• Re-designed the Council website to make it more user-friendly and informative for constituents.

• Awarded a $10,000 grant to the Delaware National Guard and Reserve Emergency Assistance Fund for their

family aid program.

• Worked with the County Executive to re-appoint a new Ethics Commission and provide support to begin

operations.

• Hired a new County Auditor.

• Established an ad hoc commission to select the independent financial audit firm for Fiscal 2003.

• Approved legislation providing updates and revisions to the United Development Code.

√ Fiscal 2004 Major Service Level Goals

• Assure fiscal stability by adopting a balanced budget for Fiscal 2005 by May 31, 2004 (Policy VIII-#1).*

• Provide an open forum to the public by conducting 22 general meetings annually (Policy I-#1).*

• Oversee completion audits during Fiscal 2004 (Policy XI-#7).

• Select an independent Redistricting Commission for the Fiscal 2005 Council redistricting to from six to twelve

Council Districts (Policy I-#1).

• Adopt legislation that improves the health and welfare of New Castle County citizens.

Performance Measures 2002 2003 2004

Actual Estimated Projected

Quantitative:

Average constituency represented per district 85,390 86,400 87,400

Council committee meetings held 100 100 100

Resolutions/ordinances adopted 345 300 300

Qualitative:

Constituent responses within 24 hours 100% 100% 100%

Balanced budget adopted Yes Yes Yes

* “Selected” examples of linkage of departmental/programmatic service level goals to County-wide policy goals and

objectives (Policy Initiatives tab) are parenthetically highlighted throughout the program summaries.

Quantitative

Qualitative

88 Operating Budget Summary

Program Summaries -

General Government

� County Council (Continued)

√ Budget Highlights

The County Council’s Operating Budget appropriation of $1,987,771 represents an increase of 4.9% or $93,102 from

the 2003 appropriation. This increase is primarily due to increased contractual services offset by the elimination of the

Assistant Internal Auditor position for FY 2004.

√ Expenditure & Position Summary

2002

Actual

2003

Estimated

2004

Budget

Expenditure

Full-Time Positions

$1,467,204

19

$1,651,012

22

$1,987,771

21

NEW CASTLE COUNTY COUNCIL

Penrose Hollins

Fourth District

Karen G. Venezky

Fifth District

Patty W. Powell

Sixth District

Christopher A. Coons

President

County Council

William J. Tansey

Third District

J. Robert WoodsFirst District

Robert S. Weiner

Second District



(in Millions)


Audit

COUNTY EXECUTIVEDirection and Control



Finance

Human Resources





Fleet Operations





Sewer Maintenance

Plant Operations


Engineering


Assessment

Planning

Licensing



Community Resources

Libraries



Police Operations


Emergency Services






You

Are

Here


Program Summaries -

General Government

� County Executive


The County Executive is elected to represent the County for a four-year term with a maximum of two consecutive

terms. The County Executive represents the County in all official capacities and provides leadership to all operating

departments, administrative staff and the community at large. The County Executive’s Chief Administrative Officer is

responsible as the Chief of Staff for policy direction and administrative oversight of County administrative agencies.


• Presented to County Council the Administration’s seventh consecutive budget without a real estate tax rate or

residential sewer rate increase.

• Sponsored community events at Rockwood and Carousel Parks such as sleep overs, lighting display, spring egg

hunt and the Annual Ice Cream Festival.

• Conducted numerous umbrella civic group meetings to discuss citizen’s concerns.

• Participated in ceremonies for the opening of the expanded Newark Library and new Brandywine Hundred

Library.

• Achieved an AAA bond rating by the three major bond rating agencies.

• Purchased three hundred acres of open land in the Bear/Glasgow area to be used as parkland.


• Lead the development of County services and infrastructure for our residents without tax and sewer rate

increases. (Policy VIII-#9).

• Improve the quality of life in our communities through sensible land use development policies and processes as

embodied in the Unified Development Code, subsequent amendments and Comprehensive Plan updates (Policy

III-#1, #2, #4).

• Create an open, honest government that is responsive to each citizen’s individual needs, and that encourages

creative leadership by empowering employees while challenging them to provide outstanding services (Policy

VII-#1, #2, #4).

• Expand emphasis on community-based government and efforts to partner with citizens and other agencies and

institutions (Policy I-#1).

• Expand opportunities to communicate with New Castle County residents through community meetings,

surveys, the Internet and informational publications (Policy I-#1).

• Recognize the growing diversity of the County’s population by providing County services that respond to

various ethnic, demographic and cultural needs (Policy IV-#4, #7).


Program Summaries -

General Government

2002

Actual

2003

Estimated

2004

Budget

Expenditure $1,620,565 $1,945,384 $1,510,163

Full-Time Positions 10 10 10

� County Executive (Continued)

√ Fiscal 2004 Major Service Level Goals (Continued)

• Work in partnership with neighborhood groups and homeowners’ associations to proactively prevent

neighborhood decline, protect property values and build civic pride by enforcing maintenance requirements,

respond promptly to specific neighborhood concerns and allow community participation in land use issues

(Policy I-#11).



Quantitative:

Meetings with management staff 80 80 80

Leadership meetings with civic umbrella groups 12 12 12

Qualitative:

Percent residential sewer rate increase 0% 0% 0%

Percent property tax increase 0% 0% 0%


The County Executive’s Operating Budget for Fiscal 2004 is $1,510,163. This budget reflects an increase of $30,511

or 2.1% as a result of personal service costs ($58,115), offset by contractual services decrease ($31,304). The staffing

level will be the same as Fiscal 2003.


Quantitative

Qualitative



(in Millions)


Audit


DEPARTMENT OF ADMINISTRATIONLaw


Finance

Human Resources





Fleet Operations





Sewer Maintenance

Plant Operations


Engineering


Assessment

Planning

Licensing



Community Resources

Libraries



Police Operations


Emergency Services







Finance

Human Resources

YouAreHere


Program Summaries -

General Government

� Administration

The Department of Administration consists of the Offices of Law, Administrative Services, Finance and Human

Resources. These offices provide support to the Office of the County Executive, line departments and row offices. In

many areas, these offices are the only contact constituents have with New Castle County. The service focus of these

offices includes: legal representation, centralized finance, human resources, technology and procurement.


Allocation of Administration Dollars

$13,481,429

Finance

37%Administrative

Services

32%

Human

Resources

20%

Law

11%

Law

20 Authorized Positions



Finance


Human Resources


DEPARTMENT OFADMINISTRATION


2002

Actual

2003

Estimated

2004

Budget

Department Expenditure $11,636,870 $12,251,236 $13,481,429



Program Summaries -

General Government

� Administration (Continued)

Law


Provide effective legal services to the County Executive, departments, boards, agencies and offices; interpret and

enforce County, State and Federal laws as they pertain to County services and activities; negotiate and/or review

contracts involving the County; and represent the County in all litigation either independently or, where appropriate, in

conjunction with outside counsel.

√ Fiscal Year 2003 Major Service Level Accomplishments

• Assisted in obtaining a court decision that advances the chance of collecting $3.0 million in back sewer service

fees and interest from NVF Corporation.

• Prosecuted 400 code violation cases via plea bargains or guilty verdicts.

• Assisted the Office of Community Governing in creating and initiating the Voluntary Partnership Initiative

with maintenance cooperation.

• Drafted text amendments to the New Castle County Code.

• Drafted legal opinions on approximately 250 Board of Adjustment applications.

• Assisted in drafting various legislation before County Council and General Assembly of the State of Delaware.


• Assist the Human Resources Division in the proper administration of employment and the labor practices

under Federal, State, and County law and under the respective collective bargaining agreements (Policy

VII-#5).

• Aggressively prosecute Code Enforcement complaints and revise the penalty section of the New Castle

County Code to permit a greater range of penalties (Policy III-#8).

• Increase the number of monition filings and Sheriff’s sales for delinquent taxes and sewer service charges.

• Streamline the policies and procedures for handling the transfer of open space, along with working with

communities to ensure all open space has been properly transferred (Policy III-#1).

• Aid in New Castle County’s compliance with all Federal and State environmental statutes, regulations and

standards (Policy V-#4).

• Provide effective in-house assistance to Risk Management in processing and defending 3rd party tort claims.

• Assist with the rehabilitation of distressed New Castle neighborhoods through Community Service programs

and funding for low-moderate income families (Policy IV-#1).

• Assist various operating departments in the timely processing of requests for New Castle County records

pursuant to the Freedom of Information Act (Policy I-#1).



Law (Continued)


The Operating Budget for FY 2004 is $2,692,227. The budget increase of $422,654 or 18.6% over the FY 2003

appropriation is primarily due to increases in contractual services ($230,476) for legal fees and personal services costs

($92,208). In addition, a contingency of $100,000 was provided for the Ethics Commission.


Administrative Services - Purchasing


Purchasing is responsible for obtaining goods and services for public purposes according to laws and procedures

intended to provide for the economical expenditure of public funds. The Office works closely with all departments in

order to establish standardization of materials, supplies, and equipment wherever practicable. By doing so, we are able

to obtain the highest quality product at the lowest cost. Purchasing prepares specifications for bids by gathering

technical information, soliciting bids, enforcing contracts, etc. With the installation of the TIER Performance

Purchasing System, quicker access to commodities and the ability to track commodities by the department’s

requisitions for bidding purposes has been established.


• Participated in the Small Business Government Marketing Procurement Expo.

• Enhance procurement knowledge by actively participating in the local chapter of the National Institute of

Government Purchasing.

• Utilized multi-award provisions of the procurement code to help reduce costs.

• Updated bid vendor file.

• Re-certified one Purchasing Agent as a Certified Professional Public Buyer with National Institute of

Government Purchasing.

Program Summaries -

General Government

2002

Actual

2003

Estimated

2004

Budget

Expenditure $2,210,772 $2,379,590 $2,692,227




Administrative Services - Purchasing (Continued)


• Conduct Disadvantaged Business Procurement seminars in September 2003 and February 2004 (Policy

IV-#2).

• Implement E-Procurement vendor services (Policy XI-#9).

• Develop and implement major E-Government initiatives (Policy XI-#9).

• Certify all Purchasing Agents as Certified Professional Public Buyers with National Institute of Government

Purchasing (Policy VII-#1).


The Fiscal 2004 Operating Budget is $800,743. The budget increase of $14,039 is due to personal service

adjustments offset by the transfer of one position to Human Resources.


Program Summaries -

General Government

Performance Measures 2002

Actual

2003

Estimated

2004

Projected

Quantitative:

Purchase orders processed 4,865 4,900 4,935

Number of RFP’s issued 232 241 250

Qualitative:

Customer satisfaction percentage 92% 92% 95%

Purchase requisitions processed

within four days

81% 83% 85%

2002

Actual

2003

Estimated

2004

Budget

Expenditure $776,560 $740,873 $800,743


Quantitative

Qualitative



Administrative Services - Information Systems


The Information Systems Section is the County’s professional technical staff responsible for planning, controlling,

organizing, and maintaining information technology systems. Responsibilities include all hardware and software

systems as well as voice and data communications.


• Improvements to County web site.

• Improved mapping for County Council pages.

• Trained over 500 users in 50 classes in office automation.

• Deployment of 250 new personal computers in libraries.


• Improve service delivery by providing enhanced business applications in Police and Community Services as

well as web based public access to government information (Policy XI-#9).

• Enhance employee productivity by providing additional wireless real-time access to department business

applications by employees in the field (Policy XI-#9).

• Improve service delivery by providing increased performance and data redundancy for database servers (Policy

XI-#9).

• Develop and implement major E-government initiatives in Land Use and Community Services (Policy XI-#9).

• Improve network and data security by implementing internal and external intrusion protection systems and

procedures (Policy XI-#9).

Program Summaries -

General Government

Performance Measures

2002

Actual

2003

Estimated

2004

Projected

Quantitative:

Number of locations serviced 70 75 80

Number of customer service calls 6,000 6,000 6,000

Number of e-mail accounts 1,700 1,800 1,900

Number of telephone lines 2,800 2,900 3,000

Number of office PC’s 1,000 1,000 1,000

Number of servers n/a n/a 35

Quantitative



Administrative Services - Information Systems (Continued)


Information Systems’ gross budget of $6,224,000 for Fiscal 2004 is a $200,258 increase (exclusive of IGS credits)

from the Fiscal 2003 appropriation. This increase resulted from negotiated salary increases, contractual requirements

and technology enhancements. This unit consists of 24 positions. Net appropriations for Fiscal 2004 and the previous

years are recovered from user departments through intragovernmental service charges as reflected on the chart below.

√ Expenditure and Position Summary

Program Summaries -

General Government

2002

Actual

2003

Estimated

2004

Budget

Expenditure - Gross $5,264,362 $5,884,451 $6,224,000

Expenditure - Net of Recovery ($679,599) ($698,117) ($925,000)


Row Offices 4.9%

County Council 1.2%

Administration 7.0%

Special Services 25.5%

Land Use 10.0%

Community Services 17.8%

Police 33.0%

County Executive 0.6%

Information Systems Division

Estimated Allocation for FY 2004



Administrative Services - Central Services


Support of all County agencies and customers through the services provided by three operational sections which

include reprographics, mail processing/distribution, and records management. Projected FY 2004 service activity and

estimated costs are reflected as follows:

Service Activity Cost Cost Recovery

Reprographic Images 2,900,000 Impressions $124,208 Full

Mail Processing/Distribution 340,000 Pieces $ 182,393 None


• Updated the copiers to digital technology throughout the County (Policy VI-#1).

• Upgraded the industrial paper cutter to a model with electronic precision (Policy XI-#9).

• Piloted an electronic print system to improve quality.

Performance Measures 2002

Actual

2003

Estimated

2004

Projected

Quantitative:

Reprographics cost per image $.0504 $.0415 $.0428

Mail handling cost per item (excluding postage) $.4837 $.5076 $.5360

Qualitative:

Customer satisfaction rate 80% 82% 84%


The Central Services Fiscal 2004 Operating Budget allocation is $103,091. This year’s budget includes the same

staffing as prior year. Management of this unit is provided by the Chief Procurement Officer.


Program Summaries -

General Government

2002

Actual

2003

Estimated

2004

Budget

Expenditure $161,848 $131,132 $103,091


Quantitative

Qualitative



Finance


The Office of Finance consists of Accounting, Budget and Treasury. The Accounting and Budget Unit is the County’s

centralized financial reporting and service organization. Program responsibilities for the Accounting Section encompass

financial reporting, the payment of County vendors, the payment of County employees and fiscal services to all County

agencies. Program responsibilities for the Budget Section include the annual operating budget, the annual capital budget

and six-year program, fiscal legislation and impact analysis, debt financing, grants oversight and fiscal services to all

County agencies.

The Treasury Unit invoices and collects property taxes and sewer user charges, and as the County’s central depository,

manages the investment of available funds through external money managers. These functions, many of which are highly

visible to the public, result in revenues which fund over eighty percent of the County’s annual operating budget. The

Treasury Unit is also responsible for the administration of street lights; the sewer lateral cleanout program; and the State

of Delaware’s school tax billing and collection.


• Advanced the General Fund’s fund balance growth to over $130 million, which includes the largest financial

reserves in the history of New Castle County.

• Published the Comprehensive Annual Financial Report (CAFR) for the fiscal year ending June 30, 2002 and

received an unqualified opinion from the independent auditors for its GASB Statement number 34 compliant

financial statements which conform to generally accepted accounting principles (GAAP).

• Issued the Single Audit Report for June 30, 2002, in

conjunction with the CAFR, to report on the federally

mandated “Single Audit” designed to meet the special needs

of federal grantor agencies dealing with internal controls

and legal requirements involving the administration of

federal awards and found no reportable conditions or

findings that had to be addressed.

• Awarded the Certificate of Achievement for Excellence in

Financial Reporting (projected June 2003) for the 22

nd

consecutive year by the Government Finance Officers

Association of the United States and Canada for the June 30,

2002 Comprehensive Annual Financial Report to achieve

recognition for conformance to the highest standards for preparation of state and local financial reports.

• Developed a multimedia presentation, CAFR on CD rom, highlighting the CAFR with New Castle County

achievements, which can be used by all interested parties and distributed to customers to inform them about the

financial condition of New Castle County.

• Facilitated a property custodian training seminar to instruct property custodians of their responsibilities and

functions with regard to fixed assets totaling approximately $284.0 million so that the records of the County’s

fixed assets are properly managed throughout the life of the fixed asset.

Program Summaries -

General Government



Finance (Continued)

√ Fiscal 2003 Major Service Level Accomplishments (Continued)

• Awarded the Distinguished Budget Presentation Award for the 13

th

consecutive year by the Government Finance

Officers Association of the United States and Canada (GFOA). This represents the highest form of recognition in

governmental budgeting that a local government can receive.

• Awarded for the third year in a row, the “Special Capital Recognition Award” for the Fiscal 2003

Comprehensive Annual Budget Summary from the GFOA.

• Achieved, for the first time in the history of New Castle County, an “AAA” bond rating by the three major rating

agencies (Moody’s, Standard and Poors and Fitch).

• Refinanced $26 million in debt due to the availability of low interest rates, thereby saving taxpayers $1.3 million.

• Maintained fiscal discipline to promote a structurally balanced budget for FY2004 in the face of recession and

economic turndown.

• Increased sewer revenues by approximately $300,000 by identifying and billing people who had been receiving

sewer service but had not been paying for it.

• Achieved an 8%, or $192,000 reduction, of the delinquent County tax receivable balance from Fiscal Year 2002,

resulting in the smallest tax receivable balance since Fiscal Year 1991.


• Attain an unqualified opinion from the County’s independent auditors for the annual financial statements and

publish the County’s June 30, 2003 Comprehensive Annual

Financial Report (CAFR) by December 31, 2003 (Policy XI-#1,

#6, #7, #8).

• Attain national recognition for excellence in financial reporting

from the Government Finance Officers Association for the

County’s Fiscal Year 2004 Comprehensive Annual Budget

Summary (14

th

consecutive year), and the Fiscal 2003

Comprehensive Annual Financial Report (23

rd

consecutive year)

(Policies VIII and XI).

• Protect and preserve the highest attainable bond rating of AAA

which the County received from Moody’s, Standard & Poor’s and

Fitch, Inc.(Policy X).

• Validate and maintain the integrity of the fixed asset inventory

with the fixed asset records in Performance Asset Management by

conducting county-wide inventory of fixed assets through a

professional appraisal firm (Policy VI-#6).

Program Summaries -

General Government



Finance (Continued)

•

√ Fiscal 2004 Major Service Level Goals (Continued)

• Create capital financing options that will sustain the County’s capital improvement program and provide the

least expensive payout (Policy XII-KFP 1 through 7).

• Monitor and evaluate the County’s financial processes so as to validate legal compliance and fiscal responsibility

(Policy XI).

• Prepare the County’s 2005 operating budget, which is the ninth straight year without a property tax increase,

along with the capital budget and six-year program for submission by the County Executive by April 1, 2004

(Policy VIII-#1).

• Assure high-quality customer service and accuracy in the transition to the County’s newly selected lockbox

service provider (Policy IX).

• Increase collection of outstanding balances by aggressively collecting delinquent charges resulting in year end

accounts receivable balance of $2.2 million for property tax and $4.9 million for sewer charges (Policy IX-#6).

Program Summaries -

General Government



Quantitative:

Accounts Payable payment value (millions) per

clerk/% increase (decrease) annually

$39.4/(11%) $41.1/(4%) $41.5/(1%)

Percentage of current property tax levy collected 99.0% 99.0% 99.0%

Percentage of current sewer levy collected 97.2% 96.8% 97.0%

Return on investments above the federal fund

rate (basis points)

97 97 15

Collections of Real Estate Transfer Tax (in

millions)/% of General Fund Budget

$22.8/17.0% $29.2/22.0% $23.5/17.0%

Qualitative:

Percentage of vendor invoices processed within

thirty days of receipt

95.0% 96.0% 96.0%

Number of consecutive years the “Certificate of

Achievement for Excellence in Financial

Reporting” awarded

21 22 23

Number of days for completion of Annual Financial

Statements

90 90 90

Number of consecutive years the Distinguished

Budget Award has been awarded

12 13 14

Property tax accounts receivable amount reduction yes yes yes

Quantitative

Qualitative


Program Summaries -

General Government


Finance (Continued)


The Office of Finance budget for Fiscal 2004 is $8,779,055. This FY 2004 budget represents an increase of $393,060

or 4.7% over the FY 2003 authorization. Increases are in personal service costs related to negotiated salary increases

($258,316), communications and utilities for light tax payments to Conectiv ($145,300) and contractual services for

normal inflationary adjustments ($87,644). Decreases are in fixed charges ($70,000), training and civic affairs

($22,900) and materials and supplies ($5,300). The FY 2004 Operating Budget of $8,779,055 includes $2,980,000 for

light tax payments.


2002

Actual

2003

Estimated

2004

Budget

Expenditure - General $4,684,837 $5,041,877 $5,789,055

Expenditure - Light Tax $2,696,798 $2,764,579 $2,980,000

Expenditure - Sewer $0 $0 $10,000



Program Summaries -

General Government


Human Resources - Employee Services


The Employee Services Section is responsible for the administration of a centralized human resources system which

includes recruitment, examination, selection, classification, compensation and salary administration,

payroll/leave/attendance records maintenance, employee grievances, disciplines, performance evaluations,

administration of federal legislation and terminations. This Section also reviews, develops, and recommends policies,

procedures, and resolutions to Countywide human resources issues.


• Completed contract negotiations for collective bargaining units.

• Implemented and administered the random drug and alcohol policy which became effective 4/1/03.

• Conducted over 110 recruitment and examination processes with extra recruitment efforts for Police Officer and

Paramedic positions.

• Conducted diversity seminar for approximately 230 employees.

• Coordinated and conducted harassment and workplace seminars for all County employees.


• Administer federal legislation and ensure compliance (Policy VII-#5).

• Maintain service levels to provide efficient and effective customer service and increase use of technology

(Policy VII-#1).

• Improve time lines for establishing eligibility lists so as to improve recruitment (Policy VII-#4).

• Complete PeopleSoft conversion and increase utilization of all available features (Policy VII-#1).

2002 2003 2004

Performance Measures Actual Estimated Projected

Quantitative:

Applications received 6,254 6,300 6,300

Number of applicants tested 2,547 2,500 2,500

Formal employee grievances filed 16 15 14

Class specifications revised 47 50 40

Performance evaluations processed 1,766 1,650 1,650

New class specifications 4 4 4

Job announcements posted

110 125 125

Employment verifications

429 430 430

FMLA leaves processed

249 260 270

Qualitative:

Percentage of protected class applicants compared

to total applicants

35.0% 35.2% 35.5%

Qualitative

Quantitative


Program Summaries -

General Government


Human Resources - Employee Services (Continued)


Employee Services’ budget for Fiscal Year 2004 is $1,281,957. This represents a 7.8% increase or $92,934 over last

fiscal year. The increase is primarily due to personnel service adjustments and one additional position to assist with the

employee drug testing program.

Human Resources - Pension and Benefits


The Pension and Benefits unit is responsible for the County’s pension and employee benefit programs which include

three pension programs for the full-time employees, one for part-time School Crossing Guards, the coordination with the

State of Delaware for Police Officers enrolled in the State and Municipal Employees’ Plan; administration of health

insurance, dental, life, and accidental death and dismemberment, flexible spending, AFLAC, and the deferred

compensation programs; new hire orientation; and total administrative support to the Pension Board of Trustees.


• Conducted the third health fair for employees.

• Expanded COBRA notification process to more adequately comply with Federal regulations.

• Completed consolidation of database of PeopleSoft and the Pension Administration model.

• Arranged training of Pension Board Trustees.


• Conduct Employee Retirement System and County Employees’ Pension Plan Seminars (Policy VII-#1).

• Implement policy and procedures for the Health Insurance and Accountability Act (HIPAA) (Policy VII-#5).

• Analyze alternative insurance programs to stabilize insurance costs (Policy VII-#5).

• Update beneficiaries for all retirees (Policy VII-#1).


2002

Actual

2003

Estimated

2004

Budget

Expenditure $1,228,848 $1,181,028 $1,281,957



Program Summaries -

General Government


Human Resources - Pension and Benefits (Continued)



Quantitative:

Total healthcare costs ($ millions) $12.39 $13.33 $14.94

Healthcare cost per contract $5,590 $5,854 $6,561

Flexible spending accounts participants 188 201 205

Pension assets ($ millions) $290 $285 $308

Attendees at group pre-retirement sessions 40 40 40

New retirees 59 59 60

Benefit payments ($millions) $14.2 $15.6 $18.0

Pension estimates

199 200 210

Pension Payroll checks processed

11,739 11,900 12,100

Qualitative:

Benefit problems resolved within two weeks of

notification

93% 94% 95%


The FY 2004 gross budget is $758,958. The Pension Fund will reimburse $639,149 of the pension related costs.

Budget increase is primarily for personnel services and contractual services.


2002

Actual

2003

Estimated

2004

Budget

Expenditure $192,565 $234,606 $119,809


Human Resources Staff

Qualitative

Quantitative


Program Summaries -

General Government


Human Resources Risk Management


The Risk Management Section is responsible for claims management of workers’ compensation and liability

losses arising from automobile and operational incidents; management of the Casualty and Property Insurance

Program; loss control; and the administration of the programs that affect the health, safety, and the well being of

County employees.


• Initiated drug and alcohol testing program for County employees.

• Established protocol for modified work for non-occupational injuries/illness.


• Obtain productivity improvements through an on-site session and follow-up with our new software

company to upgrade the risk management system and provide training by June 30, 2004 (Policy VII-#1).

• Re-evaluate County-wide insurance exposure through assessment of the fixed assets evaluation (Policy

VI-#6).

• Increase claims processing efficiency and finalize a system-wide on-line accident reporting format by

October 1, 2003 (Policy XII-#9).

• Analyze alternative insurance programs so as to stabilize insurance costs (Policy XI-#9).



Quantitative:

Number of Workers’ Compensation claims 179 235 225

Lost time days 384 410 385


The Fiscal Year 2004 budget is $629,547. The gross budget for workers’ compensation is $1,934,381, which when

compared to Fiscal Year 2003, represents an increase of $181,430. The increase is due to personal service costs and

fixed charges related to insurance costs.


2002

Actual

2003

Estimated

2004

Budget

Expenditure $428,369 $475,668 $629,547


Quantitative



(in Millions)


Audit




Finance

Human Resources

Row OfficeslAin Chancery, Register of Wills



Fleet Operations





Sewer Maintenance

Plant Operations


Engineering


Assessment

Planning

Licensing



Community Resources

Libraries



Police Operations


Emergency Services







YouAreHere


� Prothonotary


A non-service appropriation to compensate and reimburse former County employees who elected to transfer to the

Office of the Prothonotary for the State of Delaware. Pursuant to House Bill 282, the County is to pay for pension

contributions ($26,000), and fund sick pay entitlement and FICA tax ($18,000).

√ Expenditure Summary

� Register in Chancery


Costs included in this budget unit relate to the transfer of the Register in Chancery to the State of Delaware (House Bill

226). These personnel costs as well as support costs are fully reimbursable from the State of Delaware.


The Register in Chancery’s operating budget request of $688,354 represents an increase of $2,301 or 0.3% over the

FY 2003 appropriation. The increase is in personal service costs related to negotiated salary increases offset by the

reduction of one position.


� Register of Wills


Perform the duties and responsibilities mandated by State Statute and the rules of the State Court of Chancery. The

duties and services can be categorized into four areas: pre-probate, probate, non-probate and ancillary. The Register of

Wills is elected at-large for a four-year term.

2002

Actual

2003

Estimated

2004

Budget

Expenditure $23,471 $20,676 $44,000

Program Summaries -

General Government

2002

Actual

2003

Estimated

2004

Budget

Expenditure $766,035 $656,930 $688,354



� Register of Wills (Continued)


• Collected $1,923,184 in revenues.

• Expanded searchable database on web site to assist public and increase office efficiency.

• Completing project to transfer Register of Wills materials into Spanish in order to more efficiently serve New

Castle County residents..


• Provide community outreach via workshops and advertising (Policy VIII-#16).

• Work with State of Delaware task force on issues regarding small estate affidavits (Policy IV-#4).

• Encourage the public’s use of the New Castle County website to answer routine questions and concerns in order

to utilize staff more effectively (Policy VIII-#1).

• Collect $2,000,000 in probate fees by June 30, 2004.

• Research implementation of scanning system to preserve legal documents.


The Register of Wills’ operating budget allowance of $1,174,962 is $66,633 or 6.0% more than the Fiscal 2003 budget.

Increases are in personal service costs related to negotiated salary increases ($62,321) and contractual services ($4,229)

due to inflationary adjustments.


Program Summaries -

General Government



Files opened 2,570 2,512 2,550

Estates probated 1,438 1,446 1,450

Wills filed for safekeeping 105 88 100

Clients issued small estate affidavits 737 730 750

Revenue budget attained yes yes yes

2002

Actual

2003

Estimated

2004

Budget

Expenditure $1,021,273 $1,079,897 $1,174,962


Quantitative

Qualitative


� Register of Wills (Continued)

The chart below presents the revenues generated compared to the cost of operations for the Register of Wills

operation.

� Recorder of Deeds


The Recorder of Deeds is the repository for all land transaction records, corporate filings and financing statements in

New Castle County. Our responsibilities include receiving, recording, processing and delivering the following: deeds,

deed restrictions, easements, mortgages, assignments, satisfaction of mortgages, partial releases of mortgages, federal

tax liens, plot plans and all other documents proper to be recorded. Under Chapter 96 of the Delaware Code, this office is

elected, and is responsible for recording, indexing, maintaining and making available to the public all records stated

above.

The Recorder of Deeds Office provides the above services and collects fees set by County Council. The revenues are

turned over to the New Castle County general operating funds. In addition, the office also collects the transfer taxes for

New Castle County, the State of Delaware, and several other municipalities. The Recorder of Deeds is elected at-large

for a four-year term.


• Collected $11,144,595 in revenues.

• Completed County’s web page for Parcel View at www.ncc-deeds.com.

• Completion of the Recorder of Deeds web page enabling documents to become available via the Internet.

Program Summaries -

General Government

$0.5

$1.0

$1.5

$2.0

$2.5

$3.0

$3.5

$4.0

1997 1998 1999 2000 2001 2002 2003 2004

Expenditures Revenues

Register of WillsRevenue and Expenditures

Eight YearsMillions


� Recorder of Deeds (Continued)


• Generate $9,719,000 in revenues by June 30, 2004 (Policy

VIII-#1).

• Process over 140,000 documents.

• Begin and complete a small renovation project to our library to

better serve our external customers. This renovation will make our

library more user friendly for the primary business organizations

and the citizens of New Castle County (Policy XI-#9).

• Develop a Powerpoint program and an educational brochure

designed to inform citizens of the functions of the Recorder of

Deeds office. This will introduce the citizens of New Castle

County to our office and demonstrate how they may utilize the

services we offer (Policy XI-#9).


The Recorder of Deeds FY 2004 operating budget of $2,329,871 represents an increase of $177,848 or 8.3% over the

FY 2003 approved budget. The increase is primarily due to personal service costs ($167,515) related to negotiated

salary increases and increased funding for overtime and part-time help.


Documents Processed

%by Type

7.0%Miscellaneous

1.0%UCC's

3.0%Certified Copies

9.0%Assignments

35.0%Mortgages

14.0%Deeds

31.0%Satisfactions



Quantitative:

Mortgage satisfactions 38,389 44,119 41,254

Deeds recorded and indexed 16,826 17,286 17,056

Mortgages recorded and indexed 43,028 54,364 48,696

Certified copies processed 4,382 5,366 4,874

Assignments recorded & indexed 11,420 7,574 9,497

Qualitative:

Percent of revenue earned to estimate 138% 148% 100%

2002

Actual

2003

Estimated

2004

Budget

Expenditure $1,935,858 $2,047,380 $2,329,871


Program Summaries -

General Government

Quantitative

Qualitative


� Sheriff


The Sheriff is a county-wide elected official whose term runs four years. Currently the department provides service of

process for writs issued by the state courts and several state departments. A sale of foreclosed real estate property is held

once a month along with liened personal property being sold several times during the same period. Besides the civil

process the Sheriff is also responsible for the retention and transportation of defendants who have outstanding warrants.

These prisoners are transported to our local correctional facilities or the state mental health division.


• Facilitated move of the office from the old Courthouse to the Louis Redding Building.

• Established satellite office in the new Courthouse.

• Collected $1,833,873 in revenues or 100% of revenue estimate.


• Provide Delgis training of all Deputy Sheriffs’ and one clerical position (Policy VII-#1).

• Pursue various ways to eliminate the responsibility of transporting defendants for all courts.

• Improve collection of fees for real and personal property sales (Policy VIII-#6).

• Collect $1,360,000 from service fees, court fees and sales by June 30, 2004 (Policy VIII-#1).


The FY 2004 budget of $1,469,672 is $52,063 more or 3.7% over the Fiscal Year 2003 appropriation. This ($106,394)

increase is primarily due to personal service costs related to negotiated salary increases and the addition of one position.

In addition, funding was provided for parking fees ($5,240). The decrease in contractual services is related to having to

pay rent at the former Public Building ($59,571) since offices are now in a County facility.

Program Summaries -

General Government



Quantitative:

Prisoner commitments 814 918 1,009

Service trips for court documents 28,272 27,000 27,000

Qualitative:

Real estate sales scheduled/sold 1,385/510 1,514/563 1,574/586


Quantitative

Qualitative


Program Summaries -

General Government

� Sheriff (Continued)


� Clerk of the Peace

The Clerk of the Peace Office is a licensing, record keeping and service row office which provides services that

directly affect the lives of every New Castle County Resident.

Among its functions, the office issues marriage, precious metal and pawn broker licenses; performs civil marriage

ceremonies; conducts marriage records searches; issues certified copies of marriage licenses; publishes legal notices of

marriage licenses issued; and performs various other administrative and record keeping functions for New Castle

County.


Performs the duties and responsibilities mandated by State Statute and County Code, which includes the issuance of

marriage licenses. In addition, this office issues licenses for pawn brokers, junk dealers, and precious metal dealers.

The Clerk of the Peace is elected at-large for a four-year term.


• Designed and implemented a marriage license “Gift Certificate” program.

• Collected $136,950 in revenues.

• Instituted a $20 fee for civil ceremonies performed at the office.


• Improve customer service by keeping waiting time for customers

to under five minutes and under 15 minutes for processing.

• Collect $141,000 in fees by June 30, 2004 (Policy VIII-#1).

• Transfer the issuance of pawn broker licenses to another agency to

improve office efficiency.

• Expand the opportunities for imaging and scanning of documents

(Policy XI-#9).

2002

Actual

2003

Estimated

2004

Budget

Expenditure $1,296,503 $1,303,114 $1,469,672


Name Change Kit

compliments of

Ken BouldenClerk of the Peace

Newlywed


Program Summaries -

General Government

� Clerk of the Peace (Continued)


The Clerk of the Peace’s operating budget allowance of $331,216 represents an increase of $16,070 or 5.1% over the

FY 2003 authorization. This increase is primarily a result of personal service costs ($17,402) related to negotiated salary

increases. Decreases are in various line items ($1,332).


2002

Actual

2003

Estimated

2004

Budget

Expenditure $291,684 $304,738 $331,216




Quantitative:

Marriage licenses issued 3,259 3,225 3,250

Marriage ceremonies performed 710 768 785

Office Ceremony 291 563 580

Certified marriage records 1,934 1,840 1,870

Junk Dealers Licenses Issued 50 44 45

Name Change Kits Issued 0 1,300 1,325

Qualitative:


Quantitative

Qualitative



(in Millions)


Audit




Finance

Human Resources

Row OfficeslAin Chancery, Register of Wills




Fleet Operations





Sewer Maintenance

Plant Operations


Engineering


Assessment

Planning

Licensing



Community Resources

Libraries



Police Operations


Emergency Services




FY 2004 DEPARTMENTAL HIGHLIGHTSFY 2004 DEPARTMENTAL HIGHLIGHTS



Fleet Operations





Sewer Maintenance

Plant Operations


Engineering

YouAreHere


Program Summaries -

Special Services

General Fund

Sewer Fund

Allocation of Special Services Dollars

$57,653,115

$18,512,731 - 32%$18,512,731 - 32%$18,512,731 - 32%$18,512,731 - 32%$18,512,731 - 32%

$39,140,384 - 68%$39,140,384 - 68%

� 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 building, property,

vehicles, sewer lines, pump stations and treatment plants. The consolidation of all these assets translates into more

versatile and efficient services to the public. Our goals are to offer County residents beautiful places to enjoy their

leisure, keep all of New Castle County’s vehicles and equipment in optimum working condition, providing facilities like

libraries and picnic pavilions, as well as maintaining a county-wide sewer system.


2002

Actual

2003

Estimated

2004

Budget


Department Full-Time Positions 448 447 449

DEPARTMENT OF

SPECIAL SERVICES


Fleet

Operations

32 Authorized

Positions

Administration

37 Authorized

Positions

Facilities & Property

Maintenance

137 Authorized

Positions

Engineering

40 Authorized

Positions

Sewer &

Environmental

203 Authorized

Positions


Program Summaries -

Special Services

� Special Services (Continued)

Special Services 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.


• Maintaining the inventory of all County-owned properties, buildings and other assets.

• Monitored employee sick time usage through employee counseling.

• Coordinated the grand opening of the remodeled Newark Library and the new Brandywine Hundred Library.

• Coordination and management of over 191 capital projects.


The following are significant service level goals which can be achieved with the 2004 budget allowance:

• Analyze data provided through the Hansen Work Order System (Policy VII-#1).

• Provide a review of each section’s operational effectiveness, efficiency and service necessity by June 30, 2004

(Policy VII-#1).

• Establish departmental “Standard Operating Procedures” along with accompanying management policies by

June 30, 2004 (Policy VI1-#1).

• Promote the use of County parks by the use of innovative marketing strategies (Policy VI-#2).


The Fiscal Year 2004 Budget of $5,179,796 represents an increase of $263,575 or 5.4% more than the Fiscal 2003

budget. The increase is due mainly to the negotiated salary increases and contractual services due to increased costs. This

budget reflects an increase of one position due to a transfer within the department.


2002

Actual

2003

Estimated

2004

Budget

Expenditure $5,768,959 $4,907,656 $5,179,796



Program Summaries -

Special Services


Fleet Operations


Fleet Operations manages the County’s fleet of over 1,534 units (vehicles and equipment). It is responsible for the

procurement of vehicles and equipment as well as servicing and monitoring the County fleet. Operations are conducted

on a single shift. Fleet maintenance is monitored through an on-line vehicle information system with an automated fuel

dispensing system. This unit also arranges for auctions of surplus vehicles and equipment.


• Enhanced maintenance efficiency through monitoring all repair times and outsourced an additional 10% of our

labor-intensive work out to repair facilities.

• Evaluated the effectiveness of the newest combination crew transport/dump truck in its ability to provide the

required service to our customers, while reducing multiple equipment requirements.

• Initial contact has been made with Fleet Operations’ M-4 software vendor to tie the security portion of the

software to the current installation of the existing security system.


The following are significant service level goals which will be achieved with the 2004 budget allowance:

• Enhance efficiency by developing a system to provide man-hour utilization to track the trend of Fleet

Maintenance personnel requirements by vehicle type by June 30, 2004 (Policy VI-#5).

• Evaluate parts stockage requirements to provide a better parts inventory and cost projection for budgetary

purposes by June 30, 2004 (Policy VI-#5).

• Review above ground fuel tank replacement requirements (Policy VI-#1).



Quantitative:

Average miles per motor vehicle 11,500 10,000 9,500

Average cost per mile per vehicle $0.22 $0.23 $0.24

Maintenance cost per vehicle $1,240 $1,398 $1,450

Qualitative:

Customer satisfaction rate 86% 87% 88%

PM inspections completed (%) 100% 100% 100%

Quantitative

Qualitative


Program Summaries -

Special Services


Fleet Operations (Continued)


The Fleet Operations FY 2004 budget allocation, exclusive of IGS Credits, represents an increase of $319,636 or

6.1% over the FY 2003 authorization. Increases are in personal service costs related to negotiated salary increases

($293,151) and materials and supplies due to normal inflationary adjustments ($95,100). There is a reduction in

automobile insurance costs ($80,000). This budget reflects an increase of one position (Account Clerk I).




Facilities Maintenance manages all the County’s buildings. This section provides adequate, safe, and clean facilities

for appropriate service and program delivery to the public and County staff through adequate staffing and service

contracts. Service level responsibilities include preventative maintenance, repair, custodial care, grounds upkeep, snow

removal, utility monitoring, and security. This unit is responsible for 49 owned, leased and shared buildings, plus

movable facilities totaling approximately 960,000 square feet and 7,700 acres of parkland as well as grounds

maintenance of all County owned properties.

√ Fiscal Year 2003 Major Service Level Accomplishments

• Assumed operation and maintenance of the Brandywine Town Center and new 40,000 square foot Brandywine

Hundred Library.

• Assisted in the construction of the Newark Library addition.

• Renovated the offices for the Sheriff’s Office in the City/County Building

• Compliance to Hansen work order system improved to approximately 95%.

• Upgraded security at various County facilities.

• Acquired the Vaughn and Lovett properties.

2002

Actual

2003

Estimated

2004

Budget

Expenditure - Gross $4,607,594 $4,960,086 $5,557,297

Expenditure - Net of Recovery ($1,686,273) (2,548,572) ($2,500,000)



Program Summaries -

Special Services


Facilities Maintenance (Continued)



• Assist in the reconstruction of the Public Safety Building (Policy VI-#1).

• Assume maintenance of the new Visitor Center at Rockwood Museum (Policy VI-#1).

• Provide a secure facility by installing a new security system at the Special Services Complex and extend the

system to several buildings (Policy VI-#1).

• Provide centralized support for HVAC controls to Elsmere, Kirkwood and Hockessin Libraries (Policy VI-#1).

• Assume operation and maintenance of Garfield Park Adult Activity Center (Policy VI-#3).


The Facilities Maintenance FY 2004 operating budget is $6,253,269. The FY 2004 budget represents an increase of

$814,635 or 15.0% over the FY 2003 authorization. Increases are in personal service costs related to negotiated salary

increases ($381,954), contractual services related to budget additions and normal inflationary adjustments ($350,054),

and land and structures for minor building renovations ($130,000). There is a decrease in equipment ($74,680). A

significant portion of these costs are associated with new and expanded facilities. This budget reflects an increase of one

position (Building Maintenance Mechanic).


$0 $1 $2 $3 $4 $5 $6 $7 $8 $9 $10

NCC Buildings

U.S. Private Agencies

Baltimore - Downtown

Philadelphia - Suburbs

Philadelphia Downtown

$6.51

$6.95

$6.38

$7.11

$7.48

Facility Cost Comparison - 20042002 2003

$5.26 $5.55

$6.37 $6.69

$6.26 $6.32

$6.02 $6.32

$7.68 $7.53


2002

Actual

2003

Estimated

2004

Budget

Expenditure $4,575,160 $4,996,242 $6,253,269



Program Summaries -

Special Services


Engineering


Engineering oversees the planning, management, design, and construction of all New Castle County capital projects.

This includes parks, sewers, libraries, other County buildings, and related projects. This section also provides inspection

services for all 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.


• Initiated design work for Water Farm #2 in the Southern Sewer Service Area.

• Completed construction of Talley Day District Park Complex.

• Initiated a rehabilitation plan for the Northern Brandywine Hundred sewer system.

• Construction of Phase III of the Little Mill Interceptor Relief is well under construction. Phase III design work is

substantially complete with completion scheduled for 06/04.

• Completed designs for District Park #1 construction.

• Completed a master plan with community involvement for Wiggins Mill Regional Park near Townsend.

• Began construction of the Calf Run Sanitary Sewer Interceptor Rehabilitation Project.



• Complete design of Water Farm #2 by June 30, 2004 (Policy V-#1).

• Design projects for the key elements of the Southern Sewer Service Area (Policy V-#2).

• Design and initiate construction of Wiggins Mill Park near Townsend and Glasgow Regional Park near Sunset

Lake (Policy VI-#2).

• Design Central MOT Regional Park (Policy VI-#1).

• Construct the Rockwood Visitors Center (Policy VI-#1).

• Begin construction on the Red Clay, Hyde Run and Mill Creek Sanitary Sewer Interceptor Projects (Policy

V-#2).

• Finalize reduction in Army Creek work plan (Policy VI-#2).

• Develop a comprehensive County-wide metering and assessment program/model (Policy VI-#1).

• Design and conduct rehabilitation improvements to the Northern Brandywine Hundred project (Policy VI-#2).


Program Summaries -

Special Services


Engineering (Continued)


Engineering’s operating budget for Fiscal 2004 is $2,385,685. The FY 2004 budget represents an increase of

$189,390 or 8.6% over the FY 2003 authorization. Increases are in personal service costs related to negotiated salary

increases ($177,249) and contractual services due to normal inflationary adjustments ($23,976), partially offset by

decreases in materials and supplies ($5,835) and equipment ($6,000). The budget reflects a decrease of one position due

to a transfer within the department.

√ Expenditure and Position Summary

2002

Actual

2003

Estimated

2004

Budget

Expenditure $1,797,387 $2,045,228 $2,385,685




Quantitative:

CIP budget ($millions)/projects (#) $43.5/52 $93.2/57 $68.5/61

Construction contract dollars ($millions) $18.3 $11.4 $30.9

Inspected by County staff ($millions) $7.5 $7.0 $16.6

Contracted out for inspection ($millions) $10.8 $4.4 $14.3

Qualitative:

Contracts completed within 18 months (%) 100% 100% 98%

Maintenance crew working in County park.

Quantitative

Qualitative


Program Summaries -

Special Services




Property Maintenance is responsible for the ground maintenance of all County facilities and properties including

parks, pump station, retention basins, libraries, police facilities, and other County bases, including the Government

Center, Base “D” at Churchmans Road and the Conner Building. We are on schedule for a two (2) week mowing

schedule with approximately half performed in-house and the rest contracted to outside vendors. This division also

maintains the various athletic fields to provide safe play. Pavilions are cleaned daily to ensure customer satisfaction

while picnicking at our shelters. Play structures are inspected 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

conditions including tree work are scheduled immediately. Tree work is completed in-house, supplemented with an

outside vendor.


• Updated park inventories in the Hansen System.

• Playgrounds inspected for safety and saved in the Hansen work order system.

• Upgraded and replaced playground equipment at Woodland Park, Delcastle, Breevort, Rutledge, Brookfield and

Pencader Village.

• Assumed operation at Delcastle Tennis Center.

• Resurfaced basketball courts at Bonsall Park



• Prioritize all tree work and remove dangerous trees in a timely manner (Policy VI-#3).

• Upgrade all old and unsafe playground equipment at

selected sites (Policy VI-#3).

• Remodel and enlarge the warehouse at Special Services

Complex (Policy VI-#1).

• Assure safe play by renovating athletic fields yearly (Policy

VI-#3)

• Improve water quality and overall appearance of Beck’s

Pond with cooperation of the State of Delaware (Policy

VI-#3).

• Upgrade Delcastle Tennis Courts (Policy VI-#3).

• Upgrade playground equipment at Penn Acres and construct

new playgrounds at Pencader and Brookfield Parks (Policy

VI-#3).

Upgrade Delcastle Tennis Courts.


Program Summaries -

Special Services


Property Maintenance (Continued)


The FY 2004 operating budget for the Property Maintenance section is $7,193,981. This budget increased $461,365

over the FY 2003 allocation, and is due to negotiated salary increases and an increase in contractual services costs. There

is a decrease in the equipment budget.


Inventory of particular items maintained by the Property Maintenance unit are listed below:

117 full and half basketball courts 94 bleacher units

63 tennis courts 97 softball, little league and baseball fields

185 big toy-type play equipment units 8 maintenance bases

35 foot bridges 152 pump stations

40 soccer fields 3 treatment plants

6 football fields 2 field hockey/lacrosse fields

2002

Actual

2003

Estimated

2004

Budget

Expenditure $4,769,162 $6,756,917 $7,193,981




Quantitative:

Acres maintained 6,795 7,593 7,700

Parks maintained 244 246 248

Maintenance cost per park acre $700 $832 $871

Acres per County maintenance employee 78 85 87

Park acres contracted out 680 700 715

Quantitative


Program Summaries -

Special Services


Wastewater Services


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 and labor to support

construction, specialized maintenance operations, moving support and snow removal at all County facilities.


• Cleaned approximately 545 miles of sanitary sewers located in 285 subdivisions and off-road areas using

in-house equipment operators and equipment.

• Completed 40 sanitary sewer repairs including 16 emergencies and 15 high priority utilizing Environmental

Operations personnel and equipment.

• Negotiated a new sewer treatment contract with the City of Wilmington.

• Completed major rehabilitation at four aging pump stations to improve reliability and/or increase capacity of the

stations -- Glasgow Pines, Delaware City, Townsend and Carr Road.



• Reduce the number of main line sewer blockages and subsequent back-ups and flooding of residences and

structures by scheduled preventive cleaning of the sanitary sewer collection system (Policy V-#2).

• Assist the division in the planning and design of the Southern New Castle County Sewer System (Policy V-#2).

• Respond to and remove all main sewer blockages within four hours of call, day or night, to minimize damage and

inconvenience to the customer (Policy V-#2).

• Manage increased operation and pumping at the Army Creek Landfill site and coordinate additional testing and

analysis of the recovery wellfield and treatment plant effluent (Policy V-#2).

• Assist the division in the rehab of the Brandywine Hundred area sewer system.

Performance Measures 2002 2003 2004Actual Estimated Projected

Quantitative:

Miles of sewer line maintained 1,550 1,575 1,600

Pump stations in operation 149 152 155

Number of stormwater management basins inspected 500 500 500

Number of new sanitary sewer service accounts 1,866 1,794 2,393

Feet of new sanitary sewer collection line 250,000 250,000 250,000

Qualitative:

Number of sewer service calls/percent resolved

within 24 hours

2,000/

99%

2,000/

99%

2,000/

99%

Quantitative

Qualitative


Program Summaries -

Special Services


Wastewater Services (Continued)


Wastewater service is budgeted and accounted for in an enterprise fund, the Sewer Fund, wherein the total cost of

services are financed primarily by user charges and fees. The FY 2004 operating budget for the Sewer Fund includes

direct costs of Special Services Wastewater Expenditures ($39,140,384), Land Use Erosion and Sediment ($342,852),

Debt Service ($7,444,965) and Other ($60,000). These direct costs of $46,988,201 plus indirect costs provide a

$55,238,750 budget to support and provide comprehensive wastewater services to our 111,000+ customers. The FY

2004 funding allocation for Special Services Wastewater Expenditures are presented below:


Column 1

New Castle CountySpecial Services Wastewater Expenditures

Fiscal Year 2004


47.1%

Environmental

Operations

5.1%

Environmental

Operations

5.1%


15.9%Plant Operations

16.9%

Sewer Maintenance

15.0%

2002

Actual

2003

Estimated

2004

Budget

Wastewater Expenditure $34,155,646 $35,461,187 $39,140,384

Wastewater Full-Time Positions 204.0 202 203.0

Total Sewer Fund Expenditures $49,207,090 $50,415,556 $55,238,750

Total Sewer Fund Full-Time Positions 208.5 206.5 207.5



(in Millions)


Audit




Finance

Human Resources

ROW OFFICES $6.0Prothonotary, Register in Chancery, Register of Wills




Fleet Operations





Sewer Maintenance

Plant Operations


Engineering

DEPARTMENT OF LAND USEAdministration

Assessment

Planning

Licensing

Code Enforcement


Community Resources

Libraries



Police Operations


Emergency Services






Assessment

Planning

Licensing


YouAreHere


Program Summaries -

Land Use

� Land Use

The purpose/mission of the Land Use Department is “to enhance the quality of life” for New Castle County residents

through short and long-range comprehensive land use planning. This organization is committed to providing these

services to its customers in a prompt, courteous and complete manner. We are also committed to integrating proven land

development practices, technology, and good management initiatives to achieve our mission.


2002

Actual

2003

Estimated

2004

Budget


Department Full-Time Positions 171 175 175

Licensing

Code Enforcement

Administration

Assessment

Planning

Allocation of Land Use Dollars

$3,458,358 - 25%$3,458,358 - 25%$3,458,358 - 25%

$3,209,074 - 23% $2,126,546 - 15%

$1,916,707 - 14%

$3,196,055 - 23%

$13,906,740$13,906,740

Community Governing/

$13,906,740

Community Governing/

DEPARTMENT OF

LAND USE


Assessment

27.0 Authorized

Positions

Administration

40.5 Authorized

Positions

Planning

20.0 Authorized

Positions

Licensing

40.5 Authorized

Positions

Community

Governing

47.0 Authorized

Positions


Administration


The primary responsibility of this division is to provide the overall management of all the divisions within the

Department. Those divisions include Assessment, Planning, Licensing, Code Enforcement and Community Gov-

erning.


• Fully implemented the provisions of the Greater Notification Ordinance.

• Launched a direct e-Government initiative.

• Initiated a limited on-line permitting process.

• Worked with Council, industry and the community in developing “Environment First” regulations.

• Participated in the Governor’s Livable Delaware committees, advocating for the interests of New Castle

County’s residents.

• Developed the Umbrella Civic Group Grant Program.



• Provide professional standards, case tracking and related customer services, incorporating Internet and GIS

technologies by June 30, 2004 (Policy III-#1, #5, #13).

• Investigate ways to increase utilization of the Web Site to improve customer services by June 30, 2004 (Policy

III-#13).

• Finalize and incorporate recommendations of e-government initiatives by June 30, 2004 (Policy III-#13).

• Provide staff training on leadership and customer service training (Policy VII-#1).

• Improve and expand policy and procedures as needed within the Land Use Department so as to improve

customer service (Policy VII-#1).

• Participate in the Governor’s “Livable Delaware” Committee (Policy III-#9).

√Budget Highlights

The Fiscal 2004 allocation for this division is $3,209,074 which is a $315,202 or 10.9% increase over FY 2003. The

budget increases are primarily for personal service cost adjustments ($303,662) and an increase in contractual services

($16,400). The budget reflects an increase of three positions due to transfers within the department.

Program Summaries -

Land Use

Performance Measures 2002 2003 2004Actual Estimated Projected

Quantitative:

Number of “walk-in” customers 27,852 28,000 28,000

Number of customer phone calls 118,385 120,000 125,000

Number of public notifications 31,614 32,000 34,000

Quantitative


Program Summaries -

Land Use

� Land Use (Continued)

Administration (Continued)


Planning


The primary responsibility of the Planning Division is to develop and implement a long-range comprehensive plan

ensuring the proper growth and development of New Castle County. This is done by review of land development

applications for compliance with the UDC, provide staff support to the various boards and prepare and implement the

Comprehensive Development Plan. This comprehensive land use process is designed to promote the public interest by

addressing the environmental, housing, historic preservation, infrastructure, public facility and economic and business

development needs of New Castle County while ensuring compatibility between existing and future land uses.

In addition to this broad objective, the Division is responsible for the following:

- Maintaining and updating demographic (population and employment) information for New Castle County.

- Administration of the Historic Preservation Program.

- Participation in the development of WILMAPCO’s (metropolitan planning organization) long-range transportation

plan and 3-year transportation improvement program.

- Preparation of special studies.


• Prepared six text updates to the Unified Development Code, all of which were adopted.

• Participated in State and regional transportation studies in conjunction with WILMAPCO and DelDOT.

• Drafted Historic Preservation procedural and Tax Exemption Code amendments.

• Maintained and updated demographics (population and employment).

• Continued to develop and implement community master plans and to assist communities in planning and

redevelopment through the Community Planning initiative.

• Drafted the Farmland Preservation Program.

• Reviewed and responded to municipal annexation and comprehensive plan revisions.

• Completed a study of proposed ordinance requiring traffic impact studies for minor plans.

2002

Actual

2003

Estimated

2004

Budget

Expenditure $3,072,369 $2,864,789 $3,209,074

Full-Time Positions 39.5 37.5 40.5


Program Summaries -

Land Use


Planning (Continued)



• Quantify value of UDC plans with improved data-tracking, including resources and landscaping (Policy III-#4).

• Integrate and implement Environment First legislation, when adopted (Policy III-#1).

• Maintain and update demographic information about New Castle County (Policy III-#1).

• Develop and implement community Master Plans funded by Umbrella Civic Group grants, as well as providing

assistance to communities in planning and redevelopment initiatives (Policy III-#12).

• Participate in the development of WILMAPCO’s long-range transportation plan and three-year transportation

improvement program (Policy III-#9).

• Revise the Comprehensive Development Plan and zoning maps as needed to advance goals for sustainable and

sensible development (Policy III-#2).

• Advance participation in the Historic Preservation Program.


The Fiscal 2004 budget is $2,126,546 which is $172,570 or 8.8% over the Fiscal 2003 allocation. Increases are in

personal service costs related to negotiated salary increases ($145,028) and contractual services due to normal

inflationary adjustments ($29,492). There is a decrease in training and civic affairs ($1,950).




Quantitative:

Number of Board of Adjustment applications processed 291 300 310

Land Use plans submitted and reviewed 278 280 280

Number of text updates to the Code adopted 6 10 8

Redevelopment plans received 5 8 10

Number of plans unsettled 20 2 2

2002

Actual

2003

Estimated

2004

Budget

Expenditure $1,760,448 $1,911,416 $2,126,546


Quantitative


Program Summaries -

Land Use


Assessment


The Assessment Division is responsible for the maintenance of the assessment rolls which serve as the tax base within

New Castle County. The information is used as the tax base for other governmental agencies and school districts within

the County for revenue purposes. The Division also administers exemption or abatement programs such as senior citizen

property tax exemptions, senior citizen school tax credits, farmland assessment programs and sewer lateral

reimbursements.


• Added $428 million of property value to the tax rolls. Total assessment has increased to $21.6 billion, $16.2

billion of which is taxable.

• Decreased reproduction costs by $10,000 via digital map subscriptions.

• Partnered with the Police Department to enhance address/911 database.

• Reviewed over 3,000 record plans to determine the amount of approved commercial building square footage in

existence and the amount approved commercial footage that is not yet constructed.

• Recorded occupancy codes for all properties.

• Scanned all unrecorded plans on file.

• Coordinated all municipal zoning lines and districts, excepting Middletown.



• Reassess all properties with a change/improvement that affects the property value (Policy III-#6).

• Achieve appraisal certification for all assessors (Policy III-#6).

• Enhance digital maps by adding building footprints (Policy III-#13).

• Integrate data collection functions between the Assessment Division and the Licensing Division to eliminate

duplicate efforts (Policy III-#13).

• Develop better case tracking through centralization of Land Use database management responsibilities (Policy

VII-#13).

• Maintain professional appraisal standards in accordance with national and regional organizations (Policy VII -

#9).


Program Summaries -

Land Use


Assessment (Continued)



Quantitative:

Assessed value of taxable real property on July 1 (billions) $16.0 $16.2 $16.5

Real property parcels 190,400 191,400 193,400

Assessments performed 10,752 10,750 10,750

Exemption applications processed 2,068 2,100 2,100

Service tax credits approved 1,318 1,400 1,480

Qualitative:

Percentage of assessment appeals sustained by

New Castle County

98% 98% 98%


Assessment’s operating budget for Fiscal 2004 is $1,916,707. This budget represents an increase of $19,643 or 1.0%

over the FY 2003 authorization. Increases are in contractual services due to normal inflationary adjustments ($16,950)

and personal service costs related to negotiated salary increases ($7,893). There are decreases in various line items

($5,200). The budget reflects a decrease of three positions due to transfers within the department.


2002

Actual

2003

Estimated

2004

Budget

Expenditure $1,625,979 $1,874,611 $1,916,707


Quantitative

Qualitative


Program Summaries -

Land Use


Licensing


This Division is responsible for the administration and enforcement of the building, plumbing and mechanical codes.

Registrations (i.e., trade licenses) are issued to homebuilders, general and mechanical contractors, auctioneers and sewer

and drain cleaners. The Licensing Division also oversees the implementation of the Homeowners Warranty Program for

new home construction. The Division is the delegated agency by DNREC for erosion and sediment control. This is

achieved through engineering input during the land development process and by the review of construction plans for

sediment and stormwater and inspections. The Engineering Section of Licensing also reviews land development plans,

focusing on water resource protection areas, flood plains, steep slope areas and other environmental areas, as well as

groundwater-monitoring reports. The Division is responsible for the issuance of building permits and the inspection of

buildings and sites under construction.


• Decreased permit issue time for walk-in customers by 48%.

• Reduced duration of complaints being “open” from an average of 251 days to 64 days.

• Initiated pilot laptops in the field for Inspection staff to decrease the amount of time spent in the office and

increase time spent in the field.

• Reviewed the recently adopted existing Building Code for conflicts and relevancies to New Castle County.

• Focused on the development of professional standards for the building industry, including the contractor

violation process, complaint resolution and application of “clean hands.”

• Increased the closing-out of expired permits.

• Resolved 470 inspections complaints.



• Provide building inspections within 24 hours, and examine some same-day service via computer technology

(Policy III-#8).

• Improve data collection, display and management reports (Policy III-#13).

• Improve complaint resolution; reduce open time to less than 30 days average (Policy III-#13).

• Reduce average customer wait time from 75 minutes to 60 minutes (Policy III-#13).

• Improve “ISO” rating from 8 of 10 to 5 of 10 (Policy III-#13).

• Establish written procedures with the Special Services Department to address bonding requirements for land

development and sewer agreements (Policy III - #1).


Program Summaries -

Land Use


Licensing (Continued)


Licensing’s operating budget for Fiscal 2004 is $3,196,055. The FY 2004 budget represents an increase of $22,069 or


($13,655) and contractual services due to normal inflationary adjustments ($13,044). There are decreases in various

other line items ($4,630).




Quantitative:

Building permit revenues (millions) $3.2 $3.0 $3.0

Plumbing permit revenues (millions) $0.5 $0.5 $0.5

Business Licenses (millions) $0.3 $0.3 $0.3

Number of permits issued 14,975 15,000 15,100

Certificates of Occupancy issued 4,504 4,500 4,500

Inspections performed 47,933 48,000 48,000

2002

Actual

2003

Estimated

2004

Budget

Expenditure - General $2,274,480 $2,560,859 $2,853,203

Expenditure - Sewer $309,817 265,764 $342,852

Full-Time Positions 39.5 40.5 40.5

Quantitative

Licensing Division Staff.



Community Governing/Code Enforcement


The Division of Community Governing consists of three groups: Customer Information and Assistance (CIA), Code

Enforcement and Community Governing. All three areas have daily interaction with the public, both in person and over

the telephone. CIA is a call center that provides the general public one easy way to call New Castle County and get the

assistance they need. The CIA staff also works in team units with Code Officers to provide efficient case management.

Code Enforcement investigates and enforces New Castle County Codes. The enforcement of New Castle County Codes

helps to preserve the health, safety and quality of life to our community residents. The Office of Community governing

assists the community groups by attending their meetings and working as a liaison between the residents and the

government.


• Conducted Maintenance Corporation training session in September.

• Instituted Maintenance Corporation pre-turnover meetings for communities.

• Initiated the Maintenance Corporation Partnership initiative, registering 17 communities in the first year.

• Code Enforcement conducted four community sweeps, resulting in 195 violations.

• Coordinated efforts of Customer Information and Assistance, Community Governing and Community

Planning to proactively address complaints.

• Handled a variety of complaints, the top five of which are: high weeds and grass (1,201), trash and debris

(1,161), unregistered/inoperable vehicles (824), building maintenance (821) and parking on the grass (549).



• Institute a form of safety communications for the Code Officers (Policy VII-#1).

• Standardize Code Enforcement training criteria. (Policy VII-#1).

• Develop a special “hot case” team to convene for difficult and urgent code enforcement issues.

• Enroll additional maintenance corporations in the Partnership Initiative with an objective of meeting or

exceeding 25 communities (Policy I-#1).

• Conduct the 2

nd

Partnership Initiative seminar (Policy I-#2).

• Conduct a civic association information-sharing seminar (Policy I-#1).

• Cross-train all Customer Information and Assistance and Community Governing staff (Policy VII-#1).

• Establish a more effective customer tracking initiative at the Government Center front desk (Policy III-#13).

• Establish an improved recordation method for violation and extension letters (Policy III-#13).

Program Summaries -

Land Use


Program Summaries -

Land Use


Community Governing/Code Enforcement (Continued)


The Community Governing/Code Enforcement operating budget allocation is $3,458,358. The FY 2004 budget

represents a decrease of $43,193 or 1.2% under the FY 2003 authorization. The decreases are in training and civic

affairs ($15,250), materials and supplies ($11,650), personal service costs ($9,552), contingencies ($5,000) and

communications and utilities ($2,850). There is an increase in contractual services ($1,109). In addition to the above

changes, $250,000 to support the Community Planning Grant Program was moved from grants and fixed charges to

contractual services.


2002

Actual

2003

Estimated

2004

Budget

Expenditure $2,294,789 $2,627,696 $3,458,358




Quantitative:

Calls Received by CIA 43,455 45,000 45,000

Community meetings attended 509 550 575

Code Enforcement cases assigned 6,356 6,350 6,350

Qualitative:

Percent of Resolved Cases - Code Enforcement 97% 97% 99%

Quantitative

Qualitative

Community Governing Staff.




(in Millions)


Audit




Finance

Human Resources





Fleet Operations





Sewer Maintenance

Plant Operations


Engineering

DEPARTMENT OF LAND USEAdministration

Assessment

Planning

Licensing

Code Enforcement


Community Resources

Libraries



Police Operations


Emergency Services





Community Resources

Libraries



YouAreHere


Program Summaries -

Community Services

� Community Services

The Department of Community Services encompasses resource services to the community through the planned

provisions of Libraries, Senior Services, Sports & Athletics, Recreation, Community Development & Housing,

Rockwood Mansion Park and Cultural Events Partnerships. The mission of this Department to meet social and cultural

needs, while developing a plan of service that broadens its provisions and affords an overall community well-being.

The Department, in addition to the operating dollars of $15.0 million, will utilize nearly $21.4 million of grant-in-aid

funding primarily from Federal, State and private sources.

� Expenditure & Position Summary

Allocation of Community Services Operating Dollars

$14,956,739

$$$$$$

$1,861,106 - 12%

$3,150,451 - 21%

$84,296 - 1%$9,860,886 - 66%

*Grant funding approximates $19.0 million*Grant funding approximates $19.0 million*Grant funding approximates $19.0 million*Grant funding approximates $19.0 million*Grant funding approximates $19.0 million*Grant funding approximates $19.0 million*Grant funding approximates $19.0 million*Grant funding approximates $19.0 million*Grant funding approximates $19.0 million*Grant funding approximates $19.0 million*Grant funding approximates $19.0 million*Grant funding approximates $19.0 million*Grant funding approximates $19.0 million*Grant funding approximates $19.0 million

LibrariesLibrariesLibrariesLibrariesLibraries

Community ResourcesCommunity ResourcesCommunity ResourcesCommunity Resources

Community Dev. & Hsg.*

Administration

2002

Actual

2003

Estimated

2004

Budget



Administration


Community Resources


Libraries


Comm. Development & Hsg.


DEPARTMENT OF

COMMUNITY SERVICES



Program Summaries -

Community Services

� Community Services (Continued)

Administration

� Service Narrative

The Community Services Division manages and directs the provision of information, recreation, cultural, nutrition

and housing services to County residents of all ages through the operation of libraries, senior centers, Rockwood

Mansion Park and by administration of various federal and state grants.

� Fiscal 2004 Major Service Level Goals

The following are significant service level goals which can be achieved with the Fiscal Year 2004 budget allowance:

· Promote increased use of department programs and use of department services through outreach to civic

associations, other community groups, and through publication of a departmental service brochure (Policy IV-#4).

· Acquire grant funding to enrich and enhance cultural arts programming at various venues: arts studio, libraries, adult

activity centers, etc. (Policy IV-#4).

� Budget Highlights

The budget for Fiscal Year 2004 is $1,861,106. The FY 2004 budget represents a decrease of $176,381 or 8.7% under

the FY 2003 allocation. The decrease is in contractual services associated with the reallocation of program funds to other

sections within the department ($190,843). There is an increase in personal service costs related to negotiated salary

increases ($19,382). The budget reflects a decrease of one position due to a transfer within the department.


2002Actual

2003Estimated

2004Budget

Expenditure $1,874,165 $1,877,273 $1,861,106



Program Summaries -

Community Services


Community Resources


Community Resources provides recreational and educational programming; sports leagues, camps and athletic

instruction; center activities, medical transportation services and nutrition programs for seniors; and administers the

programs at Rockwood Mansion Park.

� Fiscal 2003 Major Service Level Accomplishments

· Design of the new Rockwood storage building and visitors’ center.

· Doubled participation in the Fall Sleepovers at Rockwood Mansion and Carousel Parks.

· Attracted a record 65,000 attendees to the annual Ice Cream Festival and over 300 owners and their faithful

companions to the Rover Romp held at Rockwood Mansion Park.

· Collaborated with AM1290 to present the Platinum Picnic (formerly the Old Timers’ Picnic), resulting in an

enlarged venue and enriched program for this traditional event.

· Privatized the operation of the C & D Senior Center.


· Expand and enrich program offerings at the Rockwood Mansion (Policy

IV-#4).

· Initiate the programming at the new Adult Activity Center at Garfield PAL

(Policy I-#8).

· Increase adult program offerings at Hockessin PAL (Policy IV-#4).

· Expand inter-active use of the New Castle County Website

to allow participants access to game schedules, standings,

memorandums and other league information (Policy

IV-#4).

· Begin program planning for the Rockwood Visitors’

Center (Policy IV-#4).


Program Summaries -

Community Services


Community Resources (Continued)


Community Resources’ Fiscal Year 2004 operating budget is $3,150,451. The FY 2004 budget represents a decrease

of $344,208 or 9.8% under the FY 2003 allocation. Decreases are in grants and fixed charges due to completion of a

three year funding program to the Grand Opera House ($550,000) and various other line items ($31,255). There are

increases in contractual services related to the transfer of program funds from other sections wihin the department

($216,252) and personal services related to negotiated salary increases ($20,795).


2002Actual

2003Estimated

2004Budget

Expenditure $2,368,379 $2,955,743 $3,150,451


Sleep Under the Stars Campout

at Carousel Farms.

Approximately 75,000 attended the

2003 Rockwood Ice Cream Festival.

Performance Measures 2002Actual

2003Estimated

2004Projected

Quantitative:

Number of WHEELS volunteer hours 1,130 1,250 1,250

Number of medical transportation trips 6,033 3,190 4,000

Number of meals served per year 97,780 96,700 97,000

Countywide special events 11 13 14

Adult activity center participants 22,800 16,700 25,000

Ice Cream Festival attendance 65,000 68,000 70,000

Quantitative


Program Summaries -

Community Services


Libraries


The division provides library information and circulation services and other community services activities from 15

library facilities. The libraries are linked electronically to provide accessible information and educational materials for

all County citizens. The library system serves as a community asset by meeting the need for popular materials,

introducing children to the excitement of books and reading and providing access to the world of information.


· Expanded and renovated Newark Library and opened the new Brandywine Hundred Branch Library to the public

which include the first two library cafes in the State of Delaware.

· Library system technology was upgraded to the latest generation of cataloging software. All hardware in the libraries

(PC’s, monitor, etc.) was replaced with equipment having the capacity to run the new software.

· Initiated planning for the new Woodlawn Library at the former Delaware Motor Vehicle site on Bancroft Parkway.


The following are significant service level goals which can be achieved with the 2004 budget:

· Construct the new Woodlawn Library (Policy I-#4).

· Determine the conceptual plans and designs for the expansion and renovation of the Hockessin and Kirkwood

Highway Library buildings. (Policy I-#4).

· Update and strengthen library collections and formats that have the greatest user demand (Policy I-#4).

· Develop regional library services, e.g. centralized planning for services and collections, through a team approach to

library management and planning (Policy I-#4).


2003Estimated

2004Projected

Quantitative:

Average number of items checked out per

week/percent change

66,379

7.0%

60,950*

(-8.0%)

69,000

13.0%

Total allocated dollars per resident $19.28 $23.76 $38.34

Visits annually/

percent change

1,854,461/

4.0%

1,442,510/

(-22.0%)

1,928,000/

33.0%

Quantitative

*FY2003 reflects closing of Newark Library (six months) and

Concord Pike Library (two months).



Libraries (Continued)


Libraries’ operating budget is $9,860,886. The FY 2004 budget represents an increase of $1,316,892 or 15.4% over

the FY 2003 authorization. Personal service costs increases ($365,779) relate to negotiated salary increases and two

additional positions (Librarian II and Library Assistant). Contractual services increase is as a result of technological

enhancements ($338,483) and the operation of two cafes ($90,000). Included in materials and supplies is a 3% increase

for book purchases and an additional $75,000 for the Technical Services book budget.

The contribution to the Contractual Libraries increased by $373,988 or 16.6% for a total of $2,621,477.

The following reflects the Fiscal 2004 operating budget funding for each library and for all seven contractual libraries:

Program Summaries -

Community Services

Technical Services $1,023,427

Concord Pike 1,497,015

Kirkwood Highway 843,399

Newark 1,124,754

Claymont 373,611

Hockessin 811,806

Elsmere 325,887

Appoquinimink 279,848

Bear 900,534

Woodlawn** 59,128

Corbit-Calloway* 158,764

Delaware City* 161,330

New Castle* 388,615

Wilmington Institute and Three Branches* 1,912,768

Total Operating Budget $9,860,886

*Represents contractual libraries.

**Replaces Woodlawn Branch in FY 2005.


New Castle County Public Libraries

Appropriations - 2004

Pays for staff salaries

and benefits

Buys new books, magazines,

videos, CDs and other library

materials

Facility expenses: utilities,

rental, etc.

Provides for general

operating expenses, oper-

ational support, supplies,

staff training, replacement of

furniture/equipment,

programming, printing,

postage, etc.

Capital facility renovation

and expansion.


and benefits



materials


rental, etc.







postage, etc.


and expansion.


and benefits



materials


rental, etc.







postage, etc.


and expansion.

Program Summaries -

Community Services


Libraries (Continued)

Total New Castle County funding (including building maintenance and support) for Fiscal Year 2004 breaks down to

$38.34 for each resident of New Castle County as shown in the chart below:


2002Actual

2003Estimated

2004Budget

Expenditure $7,423,391 $8,271,120 $9,860,886


$2.06

$1.60

$8.30

$13.28

$13.10





Community Development and Housing (CD&H) has the responsibility of managing and administering federal

housing and community development programs for low and moderate income residents of New Castle County. Working

with the other divisions within the Community Services Department, we are seeking to promote greater efficiency,

cooperation, coordination and expansion in the provision of these services to our residents.


· Increased utilization of Federal allotted vouchers to 97% of capacity in the Housing Choice Voucher Program.

· Assisted the transition of over 60 families in Greenfield Manor Apartments from privately administered assistance to

the housing choice voucher program administered by the County.

· Received approval from HUD for the implementation of a new Section 8 Homeownership program; and increased its

landlord base by over 140 new landlords.

· Provided 208 families with funds for the purchase of their first home.

· Thirty-eight social service agencies and local governments received $1.5 million in HUD funding for providing

public service assistance to low and moderate income families throughout New Castle County.


The following are significant service level goals which can be achieved with the 2004 budget allowances from Federal

funds:

· Ensure quick and accurate response to client needs who are in the Section 8 Program (Policy I-#4, #7).

· Obtain 100% utilization of HUD authorized funding (Policy I-#4, #7).

· Monitor quality assurance measures in the low to moderate income loan and Section 8 programs (Policy I-#4, #7).

· Develop and monitor quality assurance measures in the CDBG public service program(Policy I-#4, #7).


2003Estimated

2004Projected

Quantitative:

Number of units rehabbed (CDBG) 81 82 83

Number of first-time home buyers

assisted by down payments

134 136 138

Number of audit findings 0 0 0

Qualitative:

Section 8 occupancy rate 95% 97% 98%

Program Summaries -

Community Services

Qualitative

Quantitative



Community Development & Housing (Continued)


The program uses and sources for Fiscal Year 2004 are presented below. Community Development and Housing’s

Fiscal 2004 budget will be funded primarily from grants. This budget reflects a reduction of one grant funded position.

� Anticipated Uses of Funds

� Block Grant/Emergency Shelter Grant $3,915,000

FY 2004 Programs

Adm./Program Dev. & Planning $676,800

Housing Rehabilitation Operations 328,390

Housing Rehabilitation Loans & Grants 630,000

Grant to Cooperating Communities 395,000

Senior Rehab 176,767

Emergency Repairs 262,198

PAL Adult Center Delivery Cost 81,340

Relocation 20,000

Neigh.Revitalization - Police & Facility 138,625

Down Payment or Settlement Delivery 292,958

Down Payment or Settlement Loans 400,000

Section 8 First Time Homebuyers DPS 50,000

Grants to Sub-Grantees and Emergency Shelters

Carelink $15,000

Catholic Charities 5,750

DCRAC 15,000

SODAT Carry over from FY 2003 20,000

Delaware Academy of Sciences 3,060

East Lawn Area 15,000

Edgemoor Community Center 30,000

HOND 55,000

Latin American Community 10,000

Latin American Community 11,000

Lutheran Community Services 10,000

Ministry of Caring - Child Care 28,000

M. L. King Center 10,000

Neighborhood House 20,000

Newark Senior Center 25,000

OA Herring Community Center 10,000

Police Athletic League Hockessin 16,787

Police Athletic League Prevention Coordinator 18,478

Police Athletic League Youth Academy 13,449

Project Restoration, Inc. 10,000

Rose Hill Community Center 6,398

YWCA NCC Helping Hearts 25,000

Homeward Bound 18,000

Ministry of Caring 18,000

Salvation Army 18,000

Sojourners 18,000

YWCA Home Life 18,000

Program Summaries -

Community Services



Community Development & Housing (Continued)

� Revolving Down Payment Program $400,000

� State Housing Rehabilitation Grant $50,000

� HOME $1,403,089

� Section 8 Program $13,496,481

Salaries & Other Admin. Costs $1,239,198

Housing Assistance Payments 12,257,283

TOTAL GRANT/OPERATING USES $19,264,570

� Anticipated Sources of Funds

� Block Grant/Emergency Shelter Grant $3,915,000

� State Housing Rehabilitation Grant $50,000

� HOME $1,403,089

� Section 8 Program $13,496,481

� Revolving Down Payment Program $400,000

TOTAL GRANT/OPERATING SOURCES $19,264,570

Additional information detailing the various programs may be obtained from Community Development & Housing at

(302) 395-5600.


Program SummariesCommunity Services

2002

Actual

2003

Estimated

2004

Budget

Operating Expenditure $232,586 $32,574 $84,296

Operating/Grant Expenditure $14,883,198 $16,491,938 $19,264,570




(in Millions)


Audit




Finance

Human Resources





Fleet Operations





Sewer Maintenance

Plant Operations


Engineering


Assessment

Planning

Licensing



Community Resources

Libraries


Department of PolicePolice Administration

Police Operations


Emergency Services





Police Operations


Emergency Services



YouAreHere


� Police

The Department of Police provides County police services, emergency medical services (EMS), emergency

communications center services (police, fire and EMS) and school crossing guard services (X-GDS). In addition, the

Department provides emergency preparedness and victim assistance programs. The Department anticipates over $1.3

million in grant-in-aid funding from Federal, State and private sources.


2002

Actual

2003

Estimated

2004

Budget



Program SummariesPolice

Emergency Services

X-GDS

Vol. Fire/Amb.

Police Services

Allocation of Police Dollars

$62,307,972

$3,152,686 - 5%$3,152,686 - 5%$3,152,686 - 5%

$3,908,360 - 6%

$40,371,116 - 65%

$14,625,810 - 23%

Grant to City of

Wilmington Fire Dept.

$250,000 - 1%

Grant to City of


$250,000 - 1%

Grant to City of


$250,000 - 1%

Grant to City of


$250,000 - 1%

Grant to City of


$250,000 - 1%

Grant to City of


$250,000 - 1%

Grant to City of


$250,000 - 1%

Grant to City of


$250,000 - 1%

Police Administration


Police Operations




Emergency Services


DEPARTMENT OFPOLICE



� Police (Continued)

Police - Administration


Police Administration provides the overall direction and supervision for the Department of Police. The overall goal is

to improve the quality of life throughout New Castle County by striving to provide a secure community environment

through the delivery of public safety services in an efficient manner.

Police Administration will continue to implement and enhance programs which place police in direct contact with the

citizens of New Castle County. In addition, Police Administration oversees the daily operations of the entire

Department, advancing the overall management through the use of measurable goals and objective evaluation and

providing direction and support through combining similar services and functions (i.e., fiscal, information systems,

human resources, supply, etc.).



· Provide overall management and support to all departmental functions; combine similar services for greater

efficiency and effectiveness, including fiscal operations, program and grant writing, planning, human resources,

information systems, etc. (Policy II).

· Maximize the use of police resources to better serve the County’s population through the use of patrol and special

units which will be deployed through extensive crime analysis (Policy II-#1&3).

· Provide a complete Community Policing

concept by responding to immediate needs

with a problem-solving approach in

communities with identifiable concerns

such as the Heroin Alert and S-L-A-M

Programs (Policy II-#1, #2, #3).

· Advocate the Victims’ Assistance Program

which aids victims of violent crime and

family abuse through interagency referrals

and counseling (Policy II-#4).

· Maintain national accreditation standards

of police services (Policy II).

· Expand the number of quality applicants

through aggressive recruiting efforts, including visits to area colleges and the Dover Air Force Base, and along with

the Office of Human Resources, concentrate on increasing the number of qualified minority applicants (Policy

IV-#3).

· Enhance police-community relationship through several programs such as the Citizens Police Academy, Youth

Police Academy and by allowing civic leaders to ride on patrol with an officer (Policy IV-#5).


Mounted Patrol at the City/

County Building in Wilmington.


Program Summaries -

Police


Police - Administration (Continued)


The Police Administration’s operating budget is $5,274,129 or 2.9% under the 2003 appropriations. The decrease

relates mainly to contractual services funding ($101,571) transferred to another division and personal service costs related

to the intradepartmental transfer of one position ($56,731).


Police - Operations


Police Operations provides patrol and investigative services for the unincorporated areas of New Castle County. They

respond to the immediate needs of the communities with a problem-solving approach. This places our police in more direct

contact with the citizens as demonstrated by community policing substations, mounted, foot, motorcycle and bicycle

patrols. The New Castle County Police also provide police services to the Town of Middletown on a contractual basis.

� Fiscal 2003 Major Service Level

Accomplishments

· Graduation of the 16

th

Citizen Police Academy in February 2003.

· Graduated the 29

th

Police Academy in May 2003

· Provided bioterrorism training to all sworn personnel.

· Hosted training courses such as defensive tactics, bioterrorism,

interview and interrogation and abuse intervention.

2002

Actual

2003

Estimated

2004

Budget

Expenditure $5,924,411 $5,266,222 $5,274,129


Bike Patrol.


Program Summaries -

Police


Police - Operations (Continued)

� Fiscal 2004 Major Service Level Goals/Performance Measures


· Improve response efficiency to over 145,000 estimated calls for service (public safety) by fully staffing 346 sworn

police officer positions. Chart Number 1 depicts police officers’ calls for services for the calendar years

2000-2004.

· Increase DUI arrests by 10%, which should substantially help to decrease the number of alcohol related personal

injury accidents and fatalities by 15% (Policy II-#2, #3).

· Promote the Senior Roll Call Program and expand the concept to all of New Castle County. Utilize civilian

volunteers to help facilitate the program, and make the necessary callbacks to ensure that senior citizens are safe

(Policy I-#6).

· Decrease the number of repeat responses to domestic calls for service by 30% through the provision of additional

officer training, public meetings on the topic, continued strict enforcement, and the use of enhanced domestic

violence evidence-gathering technology (Policy II-#4).

· Promote automobile safety to teenage drivers through the utilization of the S-L-A-M Program (Students Learn

About Mortality) (Policy II-#2).

· Provide a clearance rate of 100% in traffic

related homicide investigations.

· Increase clearance rate for property crimes

such as burglaries and auto theft through

reassignment of police personnel.

· Increase clearance rate in all violent crimes

by using an Automated Fingerprint Informa-

tion System to assist with fast fingerprint

identification of criminals. Charts Number 2

and 3 show the clearance rate comparison

between the New Castle County Police

Department and the national average for

homicide and sexual assaults.

· Provide a school resource officer to

Middletown High School to perform work

as requested by the school district.

Officers/Calls for Services

2000 - 2004

��

��

2000 2001 2002 2003 200450

100

150

200

250

300

350

400Officers

20,000

40,000

60,000

80,000

100,000

120,000

140,000

160,000

180,000Calls

Officers

Calls

�

[ ] Totals for 2003 and 2004 Are Projected

141,928 133,857 [145,000]

EST.

137,364

[346]329 329

344

EST.

[346]

[145,000]

Chart Number 1

Performance Measures/Accomplishments


Program Summaries -

Police



� Fiscal 2004 Major Service Level Goals/Performance Measures (Continued)

· Ensure a safer community environment through proactive citizens' involvement in the Alban Park/Hidden Valley,

Kimberton, Duncan Road, Cambridge Apartments, Society Drive, Canby Park, Carousel Park, Powder Mill Square,

Garfield Park, Hockessin, Bear Library,

and Westover Hills areas by partnering with

individually assigned geographic officers

and community participants (Policy II-#1).

· Provide deterrent to crime and traffic

violations and reduce maintenance cost of

vehicles through use of the patrol take home

car program(Policy II-#l).

· Enhance readiness and safety to biological,

chemical and radiological responses by

providing related training, materials and

equipment (Policy II-#11).

· Assist communities to rid their

neighborhoods of drug problems by

increasing the number of narcotic related

arrests and utilization of Heroin Alert

Program (See Chart Number 4) (Policy

II-#7).

· Increase awareness in drug prevention

programs with primary focus on Ecstasy

and other “club drugs” (Policy II-#2).

· Improve report quality and decrease time

allotted to complaints through utilization

of mounted mobile data terminal (MDT).

· Increase the number of drug related

arrests through the use of Jump

Assignments (Policy II-#2).

· Reduce the number of repeat service

calls by utilizing the Crime View

Analysis Program and problem-oriented

policing initiatives.

New Castle County Police - National

Homicide Clearance Rate Percentage Comparison

2000 2001 2002 2003 20040

20

40

60

80

100

N.C.C.P.D.

National

66

75

[ ] Projected Total

[62] [60]

[88]88

62

[88]

75

62

2000 - 2004

Chart Number 2

Programs offered by

Community Services

Unit are:

�

�

�

�

�

�

�

�

�

�

�

�

�

�

Senior Roll Call

Heroin Alert

Ident-A-Kid

Reverse 911

Civic Association Meetings

Community Watch

Block Watch

Road Rage

Youth and the Law

Holiday Charities

PAL

Workplace Safety

Officer Friendly

Bicycle Safety



New Castle County Police -

Narcotic Drug Arrests For

Calendar Years 2000-2004

2000 2001 2002 2003 2004

0

200

400

600

800

1000

1200

[800]

[ ] Projected Total

[800]

1,175

1,021

803

Program Summaries -

Police




The Police Operations’ Fiscal 2004 operating budget

is $35,096,987. The FY 2004 budget represents an

increase of $2,226,721 or 6.8% over the FY 2003

authorization. Increases are in personal service costs

related to negotiated salary increases ($1,820,290),

contractual services for normal inflationary

adjustments ($286,031), contingency for emergency

planning ($100,000), and materials and supplies for

clothing and uniforms ($36,000). There is a decrease in

equipment ($19,600). The budget reflects an increase

of three positions (two new positions and one transfer

within the department).

In addition to County appropriations, funding from

grant agencies will provide over $0.9 million for

community policing, highway safety, police

education/safety, drug enforcement and community

stabilization activities.


New Castle County Police -

National Sexual Assault Clearance Rate Comparison

2000 - 2004

2000 2001 2002 2003 2004

0

10

20

30

40

50

60

70

80

90

100

N.C.C.P.D.

National

56

[ ] Projected Total

[56]

66

[56]56

47

[93]93

71

[93]

Chart Number 3


2002

Actual

2003

Estimated

2004

Budget

Expenditure $29,660,763 $34,023,091 $35,096,987



Chart Number 4


Program Summaries -

Police




Provide protection to primary and secondary school students throughout the County as determined by the school

districts (State controlled).



· Increase children's awareness of safe pedestrian and traffic protection through specialized education programs and

materials throughout Fiscal 2004 (Policy II-#9).

· Procure grant funding for bus, pedestrian and stranger safety programs (Policy II-#9).

· Participate in the summer Safety Town Program for area children (Policy II-#9).


The School Crossing Guards' budget of $3,152,686 funds 290 part-time guards and five full-time staff (sworn and

civilian) to provide services for the various school districts (State). The budget includes the addition of five crossing

guards as requested by the various school districts. Funding is provided through a separately levied crossing guard tax

rate upon those properties in each school district.




Quantitative:

Number of schools serviced 91 94 95

Number of stations guarded 270 276 282

2002

Actual

2003

Estimated

2004

Budget

Expenditure $2,544,887 $2,508,485 $3,152,686


Crossing Guards 275 285 290

Quantitative

School District Guards

Colonial 34

Appoquinimink 40

Brandywine 60

Red Clay 72

Christina 71

Vo-Tech 5

Substitutes 8

TOTAL 290


Program Summaries -

Police


Emergency Services


This budget unit consists of the Emergency Medical Services, Emergency Communications and Emergency

Preparedness functions within the department.

The Emergency Medical Service 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. Emergency Medical

Services paramedics provide essential health care services which have a significant impact on the quality of life available

to the residents and visitors of the County.

The Emergency Communications function represents the access point for all police, fire and emergency medical

services via the universal “9-1-1” emergency telephone number. Emergency Communications personnel provided

24-hour per day, 7-day-a-week services and processed over 527,000 calls in the communications facility last fiscal year.

The Office of Emergency Preparedness has responsibility for development and planning of programs that prepare for,

respond to and recover from, natural and technological disasters that could affect New Castle County. This office is also

responsible for coordination of activities with Federal, State, local government and private industrial facilities.


· Attained accreditation through the Commission on

Accreditation of Ambulance Services (CAAS) in

October 2002, the 74

th

center to be accredited

world-wide.

· Started second paramedic class in April 2003.

· Revised New Castle County Threat Management

Incident Plan.

· Crime View Mapping System provided more reliable

crime statistics to effectively deploy police resources.

· Improved access to DELJIS NCIC and NLETS to

provide reliable and quicker feedback.

· Formed a partnership with the Senior Corps, a

volunteer group comprised of members from Retired

and Senior Volunteers, Foster Grandparents, and

Senior Companion Organizations to assist in

providing a training course on preparing families for

emergencies.


Program Summaries -

Police


Emergency Services (Continued)



· Maintain accreditation through the Commission on Accreditation of Ambulance Service (CAAS) for New Castle

County paramedic service (Policy II-#6).

· Complete the “dual fleet” configuration for the paramedic service by equipping the spare vehicles for emergency

response (Policy II-#6).

· Maintain the high level of customer satisfaction in the paramedic service to verify that service delivery is being

provided in a manner consistent with the expectations of the public (Policy II-#6).

· Actively recruit applicants to fill all authorized vacant positions within the Emergency Services Section by working

with the Human Resources Office (Policy II-#6).

· Integrate the nine (9) paramedic candidates recently graduated from the Delaware Technical and Community

College Paramedic Technology Program into the field operations of the Emergency Medical Services Section

(Policy II-#6).

· Plan and program efforts for and mitigate natural, biological, or chemical disasters that could affect New Castle

County (Policy II-#11).

0

10,000

20,000

30,000

40,000

2000 2001 2002 2003 2004

Paramedics

Paramedics

Paramedics

Paramedics

Paramedics

Paramedics

Paramedics

Paramedics

Paramedics

Paramedics

Paramedics

Paramedics

Paramedics

Paramedics

Paramedics

a a ed cs

EMS Annual Paramedic Responses

Fiscal Year 2000 - 2004

28,060 29,25529,25527,473

{32,253}{30,717}

{32,253}{32,253}

{ } Represents estimated responses.


Program Summaries -

Police




The Emergency Services FY 2004 budget is $14,625,810. The FY 2004 budget represents an increase of $609,685 or


($578,002) and contractual services due to normal inflationary adjustments ($78,633). Decreases are in communications

and utilities ($37,200) and materials and supplies ($10,250). The FY 2004 budget for each division is as follows:

Emergency Medical Services $9,109,473; Emergency Communications $5,276,079; and Emergency Preparedness

$240,258.

The medical services costs are partially reimbursable (50%) from the State of Delaware.



Quantitative:

Number of persons trained or recertified

in CPR by the EMS Section

824 482 1,000

Number of Emergency Center Operation

activations for exercises and actual events

11 19 10

Number of audits of hazardous material

facility plans

39 39 30

Verify status of special populations in the

ten mile planning zone for the Salem Hope

Creek Nuclear Power Plant (New Jersey)

38 36 36

Revise emergency operations/response plans

and manuals

66 35 50

Conduct outreach presentations for commun-

ities, employers and volunteer organizations

71 75 50

Qualitative:

Percent of 911 calls answered within

three rings

81.0% 85.0% 86.0%

Percent of alarms dispatched with proper

first due Volunteer Fire Company

98.0% 98.0% 98.0%

Percent of priority one police emergency

calls in which on-scene services were

provided in 5 minutes or less of dispatch

90.0% 90.0% 90.0%

Customer satisfaction rate 86.5% 86.5% 86.5%

Patient satisfaction rate for paramedics 92.5% 93.0% 93.0%

EMS Supervisor response to locations as

a percentage of total responses to

perform quality assurance audit

5.1% 12.4% 12.4%

Qualitative

Quantitative





Grants to Volunteer Fire Companies


Provide annual funding to 21 volunteer fire companies as a grant for the provision of fire, rescue and water rescue, and

emergency medical services to County residents.


· Provided $300,000 in funding to equip ambulances with laptop computers.

· Provided a 5% increase in allocation to supplement funding in support of volunteer fire companies.


The Grants to Volunteer Fire Companies’ operating budget of $3,908,360 is $790,874 or 25.4% more than the FY

2003 allocation. This includes a 5% increase for each fire company. In addition, $950,000 is provided for a County-wide

paging system for Fire and EMS services. This budget provides funding to 21 fire companies providing fire protection,

20 companies for providing ambulance service, 21 companies providing rescue service, 5 companies providing marine

rescue units, and 8 companies for each additional station they maintain and operate. Volunteer Fire Companies provide

one of the most successful and important examples of partnerships any of us will encounter.

Funding Allocation Per Service

Fire Protection (29) $48,086

Ambulance Service (20) $48,086

Rescue Service (21) $23,958

Rescue Boats (5) $19,798



2002

Actual

2003

Estimated

2004

Budget

Expenditure $11,573,076 $12,719,721 $14,625,810


2002

Actual

2003

Estimated

2004

Budget

Expenditure $2,764,320 $2,866,554 $3,908,360




Grants to Volunteer Fire Companies (Continued)

FY 2004 Annual Fire Service Appropriations

for Volunteer Fire Companies

Rescue

Company Fire Ambulance Rescue Boat Total*

Aetna$144,261.00 $48,086.50 $23,958.00 $0.00 $216,305.50

Belvedere48,087.00 0.00 23,958.00 0.00 72,045.00

Brandywine48,087.00 48,086.50 23,958.00 0.00 120,131.50

Christiana144,261.00 48,086.50 23,958.00 0.00 216,305.50

Claymont96,174.00 48,086.50 23,958.00 19,798.00 188,016.50

Cranston Heights48,087.00 48,086.50 23,958.00 0.00 120,131.50

Delaware City48,086.50 48,086.50 23,958.50 19,798.00 139,929.50

Elsmere48,086.50 48,086.50 23,958.50 0.00 120,131.50

Five Points48,086.50 48,086.50 23,958.50 0.00 120,131.50

Goodwill48,086.50 48,086.50 23,958.50 19,798.00 139,929.50

Hockessin48,086.50 48,086.50 23,958.50 0.00 120,131.50

Holloway Terrace48,086.50 48,086.50 23,958.50 19,798.00 139,929.50

Mill Creek96,174.00 48,086.00 23,958.00 0.00 168,218.00

Minquadale48,086.50 48,087.00 23,958.00 0.00 120,131.50

Minquas48,086.50 48,087.00 23,958.00 0.00 120,131.50

Odessa96,174.00 48,086.00 23,958.00 0.00 168,218.00

Port Penn48,086.50 48,087.00 23,958.00 19,798.00 139,929.50

Talleyville48,086.50 48,087.00 23,958.00 0.00 120,131.50

Townsend48,086.50 48,087.00 23,958.00 0.00 120,131.50

Vol.Hose48,086.50 48,087.00 23,958.00 0.00 120,131.50

Wilm. Manor96,174.00 48,086.50 23,958.00 0.00 168,218.50

GRAND TOTAL $1,394,517.00 $961,732.00 $503,121.00 $98,990.00 $2,958,360.00*

*In addition, $950,000 is provided for a County-wide paging system for Fire and EMS services.



The budget of $250,000 will provide funding to the City of Wilmington for ambulance service.

� Expenditure Summary

2002

Actual

2003

Estimated

2004

Budget

Expenditure $0 $200,000 $250,000



(in Millions)


Audit




Finance

Human Resources





Fleet Operations





Sewer Maintenance

Plant Operations


Engineering


Assessment

Planning

Licensing



Community Resources

Libraries



Police Operations


Emergency Services




DEBT SERVICE, GENERAL INSURANCE, CONTINGENCIES $23.4YouAreHere


Program Summaries -

Debt Service


The County debt service budget of $19,843,048 is $3,919,772 less than the 2003 appropriations. During Fiscal Year

2004, debt service expenditures will be incurred by the General Fund ($12,398,083), and Sewer Fund ($7,444,965). Of

the General Fund amount, the County is reimbursed $31,100 from the State of Delaware and Delaware Solid Waste

Authority as a result of previous sales transactions.

Debt Management

Bond Ratings

Fitch, Inc. “AAA”

Moody’s “Aaa”

Standard & Poor’s “AAA”

Concentrated efforts have been made to maintain and improve the County’s “high-grade” ratings for its general obli-

gation bonds through innovations in financial and debt administration. On February 2, 2001, Standard & Poor’s of New

York upgraded New Castle County from “AA” to the prestigious “AAA.” October 2, 2002 Fitch Ratings of New York

upgraded New Castle County to “AAA,” and six days later on October 8, 2002, Moody’s Investors Service also an-

nounced that New Castle County had earned its Triple-A rating. Of the 3,034 counties in the United States, only 21 have

“AAA” bond ratings. Attaining the top bond rating from all three rating agencies reflects the strong financial manage-

ment and planning capabilities, and the quality of its elected and administrative leadership, as well as its activity, wealth

and characteristics. These high-grade ratings will reduce the cost of raising capital for County projects and 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.

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.

The County has traditionally made prudent use of its debt authority. Based on the April 1, 2003 assessed taxable value,

the three percent debt limit would permit $494,820,000 in debt as of July 1, 2003. The amount of outstanding debt appli-

cable to the three percent debt limit is $87,050,680. There is an additional $44,969,319 of enterprise fund debt outstand-

ing not subject to the debt limit in accordance with Title 9 of the Delaware Code.

The following table presents the County’s debt position as a percent of assessed taxable value.

Outstanding Percent

Type Debt Assessed Taxable Value Currently Allowable

Subject to Debt Margin $87,050,680 $16.5 Billion 0.5% 3.0%

All Debt $132,019,999 $16.5 Billion 0.8% N/A


Program Summaries -

Debt Service

Debt Management (Continued)


Active debt management provides fiscal advantages to the citizens of this County. Overuse of debt places a burden on

the financial resources of the County and its taxpayers. The following legislative fundamentals and administrative guide-

lines provide a framework and limit on debt utilization.

(1) Debt shall not exceed 3 percent of taxable assessed evaluation (Legislative)... Fiscal 2004 - 0.5%

Fiscal 2003 - 0.6%

Fiscal 2002 - 0.6%

Performance Measures (Continued)(2) Net direct debt shall not exceed $250 per capita (Administrative)... Fiscal 2004 - $174

Fiscal 2003 - $188

Fiscal 2002 - $206

(3) Debt principal to be retired in 10 years shall not fall below 60%

(Administrative)...

Fiscal 2004 - 68%

Fiscal 2003 - 65%

Fiscal 2002 - 62%

Net Bonded Debt

As a Percent of Assessed Value

��

� � �

2000 2001 2002 2003 20040.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

Policy Actual�

Fiscal Year

Net Direct Deb Per Capita

�

�

�

�

�

2000 2001 2002 2003 2004$0

$100

$200

$300

Policy Actual�

Debt Principal Retirement

�

�

��

�

2000 2001 2002 2003 2004$40

$50

$60

$70

Policy Actual�

Fiscal Year

10 Year

Percent


Program Summaries -

Debt Service


Performance Measures (Continued)

(4) Overall per capita debt (direct plus overlapping) shall not exceed the $935

median for similar sized counties (Administrative)...

Fiscal 2004 - $665

Fiscal 2003 - $601

Fiscal 2002 - $641

(5) Annual debt service requirements shall not exceed 15% for the General Fund

and 20% for the Sewer Fund (Key Financial Policy #2) limitations (Legisla-

tive). Debt service as a percentage of the General and Sewer Funds is as follows

for the Fiscal Years 2000 through 2004 Operating Budgets.

Fiscal 2004 - 9.2%

Fiscal 2003 - 11.0%

Fiscal 2002 - 12.0%

Fiscal 2004 - 13.3%

Fiscal 2003 - 17.0%

Fiscal 2002 - 15.5%

Sewer Fund

�

�

�

�

�

2000 2001 2002 2003 2004$0%

$5%

$10%

$15%

$20%

$25%

Policy Actual�

Fiscal Year

Overall Per Capita Debt

�

�

� �

�

2000 2001 2002 2003 2004$0

$200

$400

$600

$800

$1000

Policy Actual�

Fiscal Year

General Fund

�

�

��

�

2000 2001 2002 2003 2004$0%

$5%

$10%

$15%

$20%

Policy Actual�

Fiscal Year


Program Summaries -

Debt Service


Debt Service as a Percentage of the Operating Budget

New Castle County’s debt service funding in the Operating Budget for the past four years and the current year as a percentage

of the Operating Budget is presented in the following chart:

Presented below is the Existing and Proposed Debt Service as a Percentage of Operating Budget for Fiscal Years 1997-2016.

The County anticipates future debt offerings of $50,000,000 in FY 2004 and $20,000,000 every other year thereafter, with an es-

timated operating budget growth of 5.0% a year. The County predicts a decrease in debt service annual principal and interest

payments beginning with FY 2003. The chart below reflects this decrease in Debt Service payments as well as the reduction in

the percentage of Debt Service to Operating Budget through the Fiscal Year 2016.

This chart reflects actual principal and interest payments as well as projected payments based on proposed debt offerings of $50,000,000 inFY 2004 and $20,000,000 every other year thereafter. Operating growth beginning with FY 2005 is estimated at 5.0% a year.

12.8%

14.1%13.8%

14.7% 6.5%13.4%14.0%

8.7%

12.6%

9.8%10.4% 9.4% 8.3%

7.8% 7.4%

7.6%

8.0% 7.5%

6.2%6.5%

0

10

20

30

97 98 99 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Existing Debt Service Proposed Debt Service

MillionsMillions

Fiscal Years

12.8%14.1%

13.8%

14.7%14.0% 13.4%

12.6% 10.0% 10.6% 10.1% 7.1%9.5% 9.1% 8.8% 8.3%8.5% 8.1%

8.3%7.3% 9.6%

Existing and Proposed Debt Service

As a Percentage of Operating Budget

Fiscal Years 1997 - 2016

$0

$30

$60

$90

$120

$150

$180

$210

1999 2000 2001 2002 2003 2004

156.6 157.0167.3

176.6

189.0194.6

21.1 22.0 23.5 23.6 23.8 19.8

Operating Budget Debt Service

New Castle County

Debt Service as a Percentage of the Operating Budget

Fiscal Years 1999 Through 2004Fiscal Years 1999 Through 2004Fiscal Years 1999 Through 2004Fiscal Years 1999 Through 2004Fiscal Years 1999 Through 2004Fiscal Years 1999 Through 2004Fiscal Years 1999 Through 2004Fiscal Years 1999 Through 2004MillionsMillionsMillionsMillionsMillions

14.7%13.8% 14.0% 10.2%113.4%113.4% 12.6%12.6%12.6%


Program Summaries -

Debt Service


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 debt obligations in a timely manner. The County Government is authorized to levy on all real property taxable by the

County 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 (C), when any total reassessment of taxable properties

within the County becomes effective, the County property tax rate levied for the immediately ensuing fiscal year may not

yield property tax revenues greater than 15% in excess of the total County property tax revenues imposed for the

immediately preceding fiscal year.

FY 2004 debt service costs in the General Fund aggre-

gating $31,100 are reimbursable by the State of Delaware

and the Delaware Solid Waste Authority as part of the con-

sideration for assets acquired from the County. The an-

nual debt service payments for the Sewer Fund will be

paid by sewer user fees.

During Fiscal 2003, the County sold $26,555,000 of

General Obligation Bonds to advance refund a portion of

the County’s General Obligation Bonds. The advance re-

funding of its outstanding Series 1991, 1997 and a portion

of its 1996 Bonds resulted in a total savings of $1,304,444

with a present value of $859,343. The underwriter priced

the bonds at a true interest cost to the County of

3.557401% for the 15-year borrowing.

The following schedules present the County’s debt ser-

vice requirements. Schedule #1 presents the FY 2004 debt

service requirements by debt issues. Schedule #2 presents

the total outstanding general obligation bonds of the

County. Schedule #3 presents the outstanding general

obligation bonds regulated by the 3% debt restrictions.

Schedule #4 presents the outstanding general obligation

bonds for the Sewer Fund not restricted by the 3% debt

limit.



Schedule #1

FY 2004 Debt Service Requirements

BY ISSUE

Original Outstanding FY 2004 FY 2004 FY 2004

Existing Debt Issue 07/01/2003 Principal Interest Total P/I

General Fund:

1993 General Obligation38,040,000 7,135,000 2,025,000.02 323,614.96 2,348,614.98

1996 General Obligation13,500,000 1,785,376 567,000.00 89,893.32 656,893.32

1998 General Obligation25,386,185 25,197,905 75,835.00 1,225,887.76 1,301,722.76

1999 General Obligation15,000,000 13,475,000 545,000.00 607,301.25 1,152,301.25



Total General Fund87,050,681 7,337,835.02 3,860,248.37 11,198,083.39

Sewer Fund:


1996 General Obligation6,500,000 859,624 273,000.00 43,281.66 316,281.66


1999 General Obligation25,000,000 22,470,000 905,000.00 1,012,782.51 1,917,782.51


Total Sewer Fund44,969,319 3,422,165.00 2,022,800.37 5,444,965.37

TOTAL $132,020,000 $10,760,000.02 $5,883,048.74 $16,643,048.76

Program Summaries

Debt Service



Schedule #2

Debt Service Requirements

TOTAL ALL FUNDS

Fiscal Year Total

Ending June 30 Principal Interest Principal & Interest

2004

10,760,000.02 5,883,048.74 16,643,048.76

2005

9,360,000.02 5,465,535.01 14,825,535.03

2006

10,020,000.02 5,042,617.47 15,062,617.49

2007

8,495,000.00 4,607,527.51 13,102,527.51

2008

8,884,999.52 4,214,778.76 13,099,778.28

2009

7,844,999.52 3,836,368.76 11,681,368.28

2010

8,045,000.02 3,490,617.51 11,535,617.53

2011

8,395,000.00 3,137,920.01 11,532,920.01

2012

8,770,000.00 2,759,963.76 11,529,963.76

2013

9,200,000.02 2,331,155.63 11,531,155.65

2014

6,800,000.02 1,924,103.76 8,724,103.78

2015

7,165,000.00 1,563,641.26 8,728,641.26

2016

7,535,000.02 1,189,644.37 8,724,644.39

2017

6,060,000.00 856,870.62 6,916,870.62

2018

5,700,000.00 573,687.50 6,273,687.50

2019

5,985,000.00 288,550.00 6,273,550.00

2020

3,000,000.00 71,250.00 3,071,250.00

TOTAL $132,019,999.18 $47,237,280.67 $179,257,279.85

FUND

General

$87,050,680.18 $31,447,943.80 $118,498,623.98

Sewer

44,969,319.00 15,789,336.87 60,758,655.87

TOTAL $132,019,999.18 $47,237,280.67 $179,257,279.85

Program Summaries

Debt Service



Schedule #3


GENERAL FUND

APPLICABLE TO 3% DEBT LIMIT

Fiscal Year Total


2004

7,337,835.02 3,860,248.37 11,198,083.39

2005

6,154,850.02 3,586,395.79 9,741,245.81

2006

6,597,251.02 3,309,364.11 9,906,615.13

2007

5,432,035.00 3,024,506.00 8,456,541.00

2008

5,679,324.52 2,777,481.19 8,456,805.71

2009

4,835,459.52 2,549,942.56 7,385,402.08

2010

5,041,725.02 2,343,966.52 7,385,691.54

2011

5,254,705.00 2,127,613.87 7,382,318.87

2012

5,484,685.00 1,894,397.53 7,379,082.53

2013

5,754,710.02 1,626,892.66 7,381,602.68

2014

5,015,800.02 1,351,467.51 6,367,267.53

2015

5,285,300.00 1,085,382.54 6,370,682.54

2016

5,559,800.02 806,794.38 6,366,594.40

2017

4,307,200.00 561,284.52 4,868,484.52

2018

3,995,000.00 358,868.75 4,353,868.75

2019

4,195,000.00 156,737.50 4,351,737.50

2020

1,120,000.00 26,600.00 1,146,600.00

TOTAL $87,050,680.18 $31,447,943.80 $118,498,623.98

Program Summaries

Debt Service



Schedule #4


TOTAL SEWER FUND

NOT APPLICABLE TO 3% DEBT LIMIT

Fiscal Year Total


2004

3,422,165.00 2,022,800.37 5,444,965.37

2005

3,205,150.00 1,879,139.22 5,084,289.22

2006

3,422,749.00 1,733,253.36 5,156,002.36

2007

3,062,965.00 1,583,021.51 4,645,986.51

2008

3,205,675.00 1,437,297.57 4,642,972.57

2009

3,009,540.00 1,286,426.20 4,295,966.20

2010

3,003,275.00 1,146,650.99 4,149,925.99

2011

3,140,295.00 1,010,306.14 4,150,601.14

2012

3,285,315.00 865,566.23 4,150,881.23

2013

3,445,290.00 704,262.97 4,149,552.97

2014

1,784,200.00 572,636.25 2,356,836.25

2015

1,879,700.00 478,258.72 2,357,958.72

2016

1,975,200.00 382,849.99 2,358,049.99

2017

1,752,800.00 295,586.10 2,048,386.10

2018

1,705,000.00 214,818.75 1,919,818.75

2019

1,790,000.00 131,812.50 1,921,812.50

2020

1,880,000.00 44,650.00 1,924,650.00

TOTAL $44,969,319.00 $15,789,366.87 $60,758,655.87

Program Summaries

Debt Service



Authorizations

Future issuance of debt based on available bond authorizations as of July 1, 2003 is limited to $276.4 million for

the following:

Special Services

Sewer $162,796,626

Facilities/Equipment 21,974,796

Parks 76,148,561

Total Special Services $260,919,983

Community Services 1,624,000

Police 535,301

Administration

County Executive

11,808,500

1,487,148

TOTAL BOND AUTHORIZATIONS $276,374,932

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.

Program Summaries -

Debt Service


Program Summaries -

General Insurance

� Service Narrative/Budget Highlights

General Insurance is administered through the Office of Human Resources. Responsibility encompasses the

developing, coordinating and administering of a comprehensive insurance program comprising property, liability and

other special coverage necessary to protect New Castle County and its employees. This responsibility includes overall

management of existing self-insurance programs, acquisition of a broad range of insurance, and development of

operational strategies to accommodate the County’s insurance needs.

The following risks have been covered with purchased insurance contracts:

- General Liability

- Public Officials and Employees Legal Liability

- Police Professional Liability

- Fidelity/Crime Bond

- Property/Inland Marine and Boiler/Machinery

- Row Office Performance Bonds

The Fiscal 2004 Operating Budget for General Insurance is $1,735,000. Funding is for Premiums/Retentions

$1,240,000 and Other Professional Services $495,000.

In addition, the following coverages are maintained as presented below:

Responsibility

Coverages Center Budget Center Amount

Workers’ Compensation-Self Insurance Dept. of Administration Employee Benefits $1,934,381

Auto Liability & Physical Damage Premium Dept. of Administration Special Services $ 200,000

Auto Premiums and Retentions Dept. of Administration Special Services $ 970,000


Program Summaries -

Contingencies (Non-Departmental)


Contingencies (non-departmental) are provided to fund anticipated programs and/or cost adjustments during the

fiscal year. The following sets forth those non-departmental contingencies:

Type Amount Need

Council $100,000 Discretionary use.

Executive 690,000 Discretionary use.

Severance 350,000 Reimburses department for a portion of

separation costs (accrued sick and

vacation).

Employee Incentive Program 250,000 Salary appropriation for performance.

Salary Adjustments 400,000 Salary increases for employee

adjustments.

Total Non-Departmental $1,790,000

Contingencies

In addition, there are $1,205,000 in other contingencies which are budgeted in Administration ($100,000), Special

Services ($30,000), Land Use $20,000, Police ($1,050,000) and Chancery ($5,000).

2004 Capital Budget Summary 189

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 projects, the Capital Program encompasses historic and anticipated future costs for each

project. Specifically identified are the anticipated costs for the current fiscal year (the Capital Budget), and each of

the five succeeding fiscal years. 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, prioritize and forecast the financial impact (capital and operating) on both a project and County-wide basis.

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 46), 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.

The Government Finance

Officer’s Association awarded

New Castle County the

for the Office of Finance’s capital

project presentation in the

Fiscal 2003 Comprehensive

Annual Budget Summary

“Special Capital

Recognition Award”

SP

EC

IAL

CA

PIT

AL RECOGN

ITIO

NA

WA

RD

190 2004 Capital Budget Summary

Overview of The Capital Program and Budget Development

The New Castle County Reorganization Act requires that the Chief Administrative Officer (CAO) annually

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. Also, the CAO established a Capital Program and

Budget Review Committee (CPBRC) currently consisting of the Chief Financial Officer, Accounting and Fiscal

Manager, Senior Budget and Procedures Analyst, Accountant II and a representative from the Department of Land

Use.

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 same, 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.

Thomas P. GordonCounty Executive

Capital Program & Budget

NEW CASTLE COUNTY

Fiscal Year 2004 -2009

Approved


A

doption 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 Devel-

opment Plan/Departmental Long-Range

Plans and other policies of the County into

an action program.

2. The possibility of guiding private develop-

ment so that it occurs in a logical sequence

in accordance with the Comprehensive

Development Plan.

3. Coordination of the capital improvements

of all County departments through the Key

Financial Policies (KFPs), the Long Range

Plan (LRPs) and the five year growth areas

so that they will achieve common objec-

tives.

4. Establishing a process whereby the County’s

physical needs can be methodically compared to

its finite fiscal resources.

5. By integrating these long-range plans and

scheduling the need for resources to support

them, the Executive and Council are able to plan

financing of long-term cash needs for both

capital and operating activities.

Scenes from

Rockwood Mansion Park.


CAPITAL BUDGET AND PROGRAM POLICY GUIDELINES

T

o provide guidance in the preparation of the Capital Budget and Program requests, the CPBRC developed

policy sets. They are intended to define some of the criteria which may be utilized in the evaluation,

recommendation and adoption processes.

Selected criteria utilized in evaluating the Capital Budget and Program in its entirety include:

• Conformance to the County’s Comprehensive Plan; especially the growth areas.

• Conformance to the Department’s Long-Range Plan.

• Conformance to the Key Financial Policies (see pages 44 through 47).

• Conformance to the previously approved project description (CP-1 Form).

• Maintenance or improvement of the ratio of debt service to the total operating budget.

• Maximization of intergovernmental funding (federal, state, municipal and private) of projects

which conform to the County’s goals and policies.

• Protection of the County’s investment in existing facilities to avoid the higher cost of rehabilitation

and/or replacement associated with deferment.

• Authorization of new projects is dependent upon need, and each department’s ability to complete

prior authorized projects.

• Utilization (where applicable) of user

fees as a revenue source to offset (full

or in part) the operating and debt

service expense resulting from the

capital project when completed.

• Fostering economies of scale through

interjurisdictional cooperation.

• Promotion of economic development

and its inherent contributions (leverage

of private sector investment; expansion of existing job market).

GUIDELINES


CAPITAL BUDGET FINANCING

While maximization of intergovernmental funding (federal, state, municipal and private) has always been

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.

Operating Budget

Replacement of County sewer vehicles and specialized sewer equipment, are also funded from the operating

budget. Some capital improvements and purchases of equipment are included in the operating budget on a

pay-as-you-go basis. The County’s FY 2004 Operating Budget also provides for debt service and operating

expenses associated with the capital projects included in the Capital Budget and Program.

Long Term Funding Plan

A reserve for capital projects has been established in the Sewer Fund. The capital reserve will help with future

replacement of the sewer facilities infrastructure which was originally funded in the majority by federal, state and

private funds. (See page 47 of Policy Initiatives for additional information).

Development Impact Fees

To help reduce the need for general obligation bonds, in FY 1998, New Castle County adopted the New Castle

County Unified Development Code (UDC). Included in the UDC are provisions to allow New Castle County to

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

accommodate new development (i.e., libraries, fire service, emergency medical services, police, County facilities,

parks and sewers) while maintaining the quality of life within communities.

As of June 30, 2003, impact fees collected for New Castle County operations are presented on the following

page.

Other

$2,523,000

New Castle County

General Obligation Bonds

$75,627,000

FY 2004 Capital BudgetFunding Chart


DEVELOPMENT IMPACT FEES

REVENUES AND EXPENSES

Parks - North C&D Amount Parks - South C&D Amount

Balance as of 6/30/2003 $330,519.16 Balance as of 6/30/2003 $149,787.59

Projected Revenues 7/1/2003-6/30/2004 320,000.00 Projected Revenues 7/1/2003-6/30/2004 75,000.00

Projected Expenses 7/1/2003-6/30/2004 (250,000.00)

(c)Projected Expenses 7/1/2003-6/30/2004 0.00

Projected Balance 6/30/2004 $400,519.16 Projected Balance 6/30/2004 $224,787.59

Libraries - North C&D Amount Libraries - South C&D Amount




(b)Projected Expenses 7/1/2003-6/30/2004 0.00


Emergency Medical - North C&D Amount Emergency Medical - South C&D Amount



Projected Expenses 7/1/2003-6/30/2004 0.00 Projected Expenses 7/1/2003-6/30/2004 0.00

Projected Balance 6/30/2004 $44,796.89 Projected balance 6/30/2004 $5,029.77

Law Enforcement - North C&D Amount Law Enforcement - South C&D Amount




(d)Projected Expenses 7/1/2003-6/30/2004 0.00


Sewer - North C & D Amount Sewer - South C & D Amount

Balance as of 6/30/2003 $0.00 Balance as of 6/30/2003 $2,391,782.73

Projected Revenues 7/1/2003-6/30/2004 0.00 Projected Revenues 7/1/2003-6/30/2004 850,000.00

Projected Expenses 7/1/2003-6/30/2004 0.00 Projected Expenses 7/1/2003-6/30/2004 0.00

Projected Balance 6/30/2004 $0.00 Projected Balance 6/30/2004 $3,241,782.73

Fire Service Amount County Facilities Amount



Projected Expenses 7/1/2003-6/30/2004 0.00 Projected Expenses 7/1/2003-6/30/2004 (900,000.00)

(a)

Projected Balance 6/30/2004 $1,046,108.97 Projected Balance 6/30/2004 $396,734.62

(a)New Castle Adult Center $900,000

(b)Woodlawn Library $ 60,000

(c)Woodshaven Improvements $250,000

(d)Police Range Facility $250,000


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 year’s debt service

costs included in the operating budget are General Fund $12,398,083, Sewer Fund $7,444,965. 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 or improvement. Operating expenses are anticipated to increase a net of $8,778,503 upon completion of

the capital projects included in the FY 2004 capital budget only. To assist with the measurement focus,

quantifying these operating costs, a series of standards were developed for each facility, ballfield, parkland, etc.

Some of these examples are as follows:

• $1,561 to maintain an open acre of parkland.

• $513 to maintain an acre of wooded forest.

• $3,130 to maintain a complete play structure.

• $228 to maintain 1,000 square feet of blacktop surface.

• $2,180 to maintain a baseball field.

At times land acquisition projects are made in anticipation of future development, such as acquiring numerous

acres of undeveloped land to be used for the future Southern Sewer Service area. Operating costs for this land will

be incurred as open acreage until the treatment facility is constructed, at which time operating costs will increase

for operations and maintenance of the facility.

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 on sewer lines in flood prone areas

will not only save constituents from sewer backups, but

will save County personnel costs associated with the

required clean up after flooding occurs.

A schedule of the annual operating budget impact of

the Fiscal Year 2004 Capital Budget only is included on the following page.

Thomas P. GordonCounty Executive

Operating Budget

NEW CASTLE COUNTY

Fiscal Year 2004

Approved


Departmental and Fund Summary

The Fiscal Year 2004 Capital Budget and the Annual Operating Budget Impact after project completion is

summarized below. Other operating costs include contractual services and materials and supplies. Additional

information is available in the Departmental Profiles beginning on page 206.

New Castle County

Annual Operating Budget Impact


FY 2004 Capital Budget

Personnel

Service

Other

Operating

Debt

Service

Department Appropriations Costs Costs Costs Total

Special Services $68,545,000 $1,451,705 $767,950 $5,994,350 $8,214,005

Community Services 6,730,000 60,335 351,538 41,188,730

Police 450,000 -0- -0- 4,000 4,000

Administration 2,025,000 -0- -0- 82,625 82,625

County Executive 800,000 -0- -0- 66,000 66,000

Total $78,150,000 $1,512,040 $767,950 $6,498,513 $8,778,503

Measurement of the FY 2004 Capital Budget impact upon the Annual Operating Budget by fund is presented

below:

■ General Fund Personnel service costs will increase a net $991,345 primarily as a result of the

development of new district parks. Other operating costs will increase $32,450.

Associated Debt Service costs will increase approximately $2,761,213. Since we

have a 0% tax increase objective for FY 2004, this impact will be absorbed

chiefly through revenue growth from property assessment.

■ Sewer Fund Personnel service costs will increase $520,695. Other operating costs will

increase a net of $735,500 as a result of sewer system upgrades and construction

of the Southern Sewer System. Debt Service costs will increase approximately

$3,737,300.

See the Departmental Profiles for a discussion of the individual capital project impact upon the Operating

Budget.


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 (20-25

years).

■ A Mid-Range component - The Capital Improvements Program (6 years).

■ A Short-Range component - The Annual Capital Budget and the Annual Profile (1 year).

Long-Range

The Comprehensive Development Plan (the long-range element) is not an end-state plan, but a component of a

planning process, (i.e., a generalized model of the future which expresses policy direction for a 20-25 year period).

It contains background information, a land use concept map, implementation considerations, and goals and policies

with which to address the following issues:

• Growth Management

• Natural Resources

• Transportation

• Community Character and Land Use

• Housing

• Agriculture

• Economic Development

• Community Facilities

• Intergovernmental Coordination

While the goals and policies must, of necessity, be pursued individually and in concert with the agencies

(Federal, State, and Municipal) and County departments responsible for implementing them, the overall planning

process synthesizes and coordinates them. The development of specific objectives are the results of more detailed

analyses (long-range, mid-range and short-range issues) prepared by each County operating department.


Linkage (Continued)

Mid-Range

As a result of system-wide changes identified by the annual profiles and the analysis of the probable impacts

of 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.

One of the basic purposes of capital improvement programming is to coordinate physical and fiscal planning

in order that the greatest possible benefits can be realized from the County’s existing and anticipated financial

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

time. By this procedure, a prioritized sequence of projects (the program itself) is established.

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 Comprehensive Development Plan.

+ 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 better plan the financing necessary for both capital and operating activities.

Short-Range

One element of the short-range component of the planning process is the annual profile — which is the

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.

The Annual Profile, then, serves three basic purposes:

✓ It monitors changes in baseline conditions and so informs decision-makers.

✓ It analyzes the impacts of changes in baseline conditions on goals and policies.


Linkage (Continued)

✓ It provides an update, via the modification of objectives, to the mid-range component of the planning

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

specific issues paralleling the life (10-year minimum) of respective assets ($15,000 minimum),

utilizing the analytical tool of constant principal repayment.

∗ Maximization of intergovernmental funding (federal, state, municipal and private) of activities which

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.

∗ Utilization (where appropriate) of user fees as a revenue source to offset (in full or in part) the

operating and debt service expenses resulting from capital projects when completed.

∗ Fostering economies of scale through inter-jurisdictional cooperation.

∗ Promotion of economic development and its inherent contributions (leverage; private sector

investment; expansion of existing job market).

The impact of this linkage can be summarized as follows:

✓ The continuous monitoring of change.

✓ The continuous refinement of goals and policies in order to address change and provide direction to

fiscal and development-related decisions.

✓ Ensuring the interrelationship of capital programming and budgeting with the Comprehensive

Development Plan.

✓ Ensuring the Capital Program and Budget are in conformity with the State of Delaware’s Quality of

Life legislation.


Quarterly Capital Review

During the fiscal year, the Chief Administrative Officer and the members of CPBRC meet quarterly 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

• Financial liquidity

• Estimated completion date

• Changes in project scope

■ Status of the program for the next six years

• Planned project scope and/or cost adjustments

• Conformance with the County’s Comprehensive Development Plan and, if applicable, the agency’s

Comprehensive Plan

• New and/or deleted planned projects

■ Impact of capital spending upon the Operating Budget

• Project acceptability

• Additional costs and/or savings to the Operating Budget

• Fiscal planning

The table on Page 196 presents the impact of the FY 2004 Capital Budget upon the annual Operating Budget.


New Castle County

FY 2004

Capital Budget

Department & Funding Summary

FY 2004Capital Budget

Department

Special Services

Sewer $45,300,000

Facilities/Equipment (17,270,000)

Parks 40,515,000

Total Special Services $68,545,000

Community Services 6,730,000

Police 50,000

Administration 2,025,000

County Executive 800,000

Total All Departments $78,150,000

Funding

Bonds $75,627,000

State 1,158,000

General Fund (3,445,000)

Impact Fees 1,460,000

Other 3,350,000

Total All Funding $78,150,000

Sewer

$45,300

Sewer

$45,300

Community

Services

$6,730

Executive

$800

Police

$50

Police

$50

Executive

$800

Sewer

$45,300

Administration

$2,025

Parks

$40,515Police

$50

Facilities/Equipment

(17,270)

Executive

$800

Community

Services

$6,730


Capital BudgetCapital Budget

By Department/Program and Funding SourceBy Department/Program and Funding Source

Fiscal Year 2004Fiscal Year 2004

State

Impact Fees

Other

General Fund

Bonds

$ 1,158

$ 1,460

$ 3,350

$75,627

($3,445)

Sources of Funds

(in Thousands)

TOTAL

$78,150

Uses of Funds

(in Thousands)


New Castle County

FY 2004

CAPITAL BUDGET AND PROGRAM SUMMARY

(in thousands)

P R O G R A M

Total Budget

BUDGET Bal. to & Program

Department/Source of Funds 2004 2005 2006 2007 2008 2009 Complete Cost

Special Services $68,545 $53,795 $24,055 $19,755 $18,905 $18,105 $35,300 $238,460

Community Services 6,730 8,321 2,662 2,468 865 0 0 21,046

Police 50 4,051 0 0 0 0 0 4,101

Administration 2,025 1,675 1,675 1,675 1,675 1,675 0 10,400

County Executive 800 800 800 800 800 800 0 4,800

Total-Project Appropriations $78,150 $68,642 $29,192 $24,698 $22,245 $20,580 $35,300 $278,807

Bonds $75,627 $56,206 $23,905 $19,405 $18,420 $17,155 $35,300 $246,018

State 1,158 7,211 1,112 1,113 0 0 0 10,594

General Fund (3,445) 3,425 3,425 3,425 3,425 3,425 0 13,680

Impact Fees 1,460 0 0 0 0 0 0 1,460

Other 3,350 1,800 750 755 400 0 0 7,055

Total - Project Funding $78,150 $68,642 $29,192 $24,698 $22,245 $20,580 $35,300 $278,807


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 Southern New Castle County to assure that present and future

citizens have a safe and environmentally sound place in which to live and work.

Police 5.9%

Parks 15.1%

Police 5.9%

Info Systems 2.4%

Sewer 50,3%

Facilities/Equipment 13.0%

Comm.Services

12.1%

Comm.Services

12.1%

FY 2005

Total

$68,642,000

Info Systems 5.7%


Comm.Services 9.1%Parks 10.1%

Sewer 53.2%

Executive 2.7%

FY 2006

Total

$29,192,000

Info Systems 6.8%


Parks 20.8%

Sewer 43.2%

Comm.Services 10.0%

3.2% Executive 3.2%Executive 3.2%

FY 2007

Total

$24,698,000


Info Systems 7.5%Parks 26.6%

Sewer 41.3%

Comm.Services 3.9%

3.6%EExecutive 3.6%

FY 2008

Total

$22,245,000

Info Systems 2.0%Comm. Services 7.0%

Sewer 47.5%

Executive 1.0%

Parks 42.5%

FY 2004

Total

$78,150,000

BExecutive 3.9%

Executive

3.9%

Executive

3.9%

Executive

3.9%

Executive

3.9%

Executive

3.9%

BExecutive 3.9%BExecutive 3.9%

Parks 29.3%

Facilities/Equipment 19.0%Facilities/Equipment 19.0%

Info Systems 8.1%

Sewer 39.7%

FY 2009

Total

$20,580,000


New Castle County

Expenditure Activity for Six YearsBy Program

20031998 1999 2000 2001 2002$0.0

$10.0

$20.0

$30.0

$40.0

$20.1

$34.1

$15.4

Millions

$20.0

$34.1

$41.0

Sewer 2.4 5.9 7.3 20.2 16.1 8.7

Facilities/Equipment 3.1 3.9 3.9 3.6 2.9 5.0

Parks .8 2.7 4.1 4.5 3.7 18.6

Information Systems 1.6 3.8 2.0 2.4 1.5 2.0

Police 4.1 1.7 2.2 2.2 1.0 .8

Community Services 3.4 2.1 .5 1.2 8.9 5.9

The accompanying chart is a six-year expenditure activity graph summarized by program.



Safe treatment and disposal of wastewater is achieved

through the County’s sanitary sewer system. To control

erosion and flooding, the Department reviews

development 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

represent 95% of the project funding and 5% comes from

other sources.

The FY 2004 Capital Budget and Program includes

funding for the continuation of the Southern Sewer

System, $11,460,000 in FY 2004 and an additional

$33,974,600 through FY 2009. Septic elimination

programs will receive bond funding of $150,000 in FY

2004 to complete existing projects. A total of $4,200,000

is budgeted for the construction of new sewer relief lines

in FY 2004 and an additional $7,400,000 through FY

2008.

The ongoing rehabilitation of existing sewer lines

continues to involve both large and small projects

totaling $73,550,000 in FY 2004 through FY 2009. The

County’s continuing pump station rehabilitation program

will receive funding of $6,800,000 in FY 2004 and

$1,550,000 FY 2005 through FY 2009. In FY 2004 New

Castle County continues to fund its backwater valve

program with $200,000 a year through FY 2009.

Miscellaneous sewer-related projects, including site

improvements, will receive $1,300,000 in the FY 2004

capital budget.

A total of $1,900,000 has been included in the capital

program through FY 2009 for stormwater improvements

throughout New Castle County and structural retrofits to

comply with EPA consent decree.

The following pages include a six-year sewer and

stormwater expenditure activity graph, the FY 2004

Capital Budget and Program Summary including funding

sources, a schedule of projected operating expenses

associated with projects included in the FY 2004 Capital

Budget and a brief profile of each project included in the

FY 2004 Capital Budget and Program.

Sanitary Sewer & Stormwater Management

� DEPARTMENTAL PROFILES

Waterfarm #1

Wilmington

Newark

New Castle

Delaware City

Middletown


Available Appropriations

as of 2/28/03

$84.1 million

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 below the

chart is the amount of available appropriations as of February 28, 2003, the appropriations recommended and

approved for FY 2004.

Recommended FY 2004

Capital Appropriations

$36.0 million

$2.0

$4.0

$6.0

$8.0

$10.0

$12.0

$14.0

$16.0

$18.0

$20.0

$22.0

1998 1999 2000 2001 2002 2003

$2.4

$5.9$7.3

$20.2

$16.1

$9.9

Fiscal Year

Sewer and Stormwater

Expenditure Activity for 6 YearsMillions

This map of New Castle County

depicts the location of sanitary facilities and

stormwater projects included in the

FY 2004 Capital Budget.

1. Backwater Valve Improvement*

2. Brandywine HundredNorth Rehabilitation

3. Brandywine Hundred SouthRehabilitation

4. Christiana Hospital SewerOutfall Upgrade

5. Calf Run Relief

6. County-wide Manhole Rehab.

7. Delaware City Sewer Rehab.

8. Edgemoor Pump Station

9. Hyde Run Relief

10. Iron Hill Sewerf

11. MOT Area Maintenance Base

12. Mobile Radio System Upgrade

13. Naamans Pump Station

14. Old Porter Rd.SepticElimination

15. Old State Road Interceptor

16. Pike Creek Improvements

17. Pump Station Meters

18. Pump Station Rehabilitation

19. Red Clay Interceptor Relief

20. River Road Improvements

21. Sewer Repairs and Rehab.

22. Shellbourne Rehabilitation

23. South Delaware Interceptor

24. Southern Sewer Service Area

25. Special Services Complex

26. Stoney Creek Pump Station

27. Terminal Ave. Pump Station

28. Water Farm #1

29. West Chestnut Hill Septic Elim.

*Countywide Scope

*Recommended budget amended to include an increase of

$8,000,000 for the Brandywine Hundred North

Rehabilitation Project, $500,000 for the Christiana Hospital

Sewer Outfall Upgrade Project and $800,000 for the Mobile

Radio System Upgrade Project.

Approved FY 2004


$45.3 million*


(In Thousands)

Category/ Budget Program Balance toProject FY2004 FY2005 FY2006 FY2007 FY2008 FY2009 Complete

SEWER

Sanitary Sewers

Backwater Valve Improvement200 200 200 200 200 200

Belltown Interceptor Relief Phase II300 1,500

Brandywine Hundred North Rehabilitation10,000 2,000 5,000

Brandywine Hundred South Rehabilitation2,000 2,000 1,250 1,000 1,000 1,000 5,000

Calf Run Relief500

Christiana Hospital Sewer Outfall Upgrade500

Countywide Manhole Rehabilitation1,000 1,000 1,000 1,000 1,000 1,000 1,000

Delaware City Sewer Rehabilitation500 1,500

Develop Collection System Improvements2,500

Develop Interceptor Improvements1,600 1,600 1,600 1,600 1,600

Edgemoor Pump Station Upgrade500

Hyde Run Relief1,500 1,000 1,000 1,000 1,000

Iron Hill Sewer300

Mobile Radio System Upgrade800

MOT Area Maintenance Base500

Naamans Pump Station Upgrade300

Old Porter Road Septic Elimination50

Old State Road Interceptor200

Pike Creek Improvements500 3,500

Pump Station Meters300

Pump Station Rehabilitation700 750 800

Red Clay Interceptor Relief1,600 1,600

River Road Improvements800

Sewer Repairs and Rehabilitation2,000 2,000 4,000 4,000 4,000 4,000

Shellburne Rehabilitation350

South Delaware Interceptor100

Southern Sewer Service Area3,000 12,000 27,000

Special Services Complex1,000

Stoney Creek Pump Station Upgrade4,600

Terminal Ave. Pump Station Upgrade400

Water Farm #l Improvements11,000 4,000

West Chestnut Hill Septic Elimination100

Total Sanitary Sewers $45,300 $34,150 $15,150 $10,300 $8,800 $7,800 $34,500

Stormwater Management

Countywide Drainage Problems200 200 200 200 200

New Castle Conservation District180 180 180 180 180

Non Point Source NPDES Permitting Program500

Total Stormwater Management $380 $380 $380 $380 $380 $500

TOTAL SEWER AND STORMWATER $45,300 $34,530 $15,530 $26,210 $9,180 $8,180 $35,000

FUNDING SOURCES

Bonds43,300 34,530 15,530 26,210 9,180 8,180 35,000

Federal

State

Other2,000

Total Funding Sources $45,300 $34,530 $15,530 $26,210 $9,180 $8,180 $35,000



FY 2004 Capital Budget & Program Summary


Measurement of the FY 2004 Capital Budget impact ($4,952,295) upon the annual Operating Budget is

presented below as an addition to or reduction of cost.


Category/Project

Personnel

Service

Costs

Other

Operating

Costs

Debt

Service

Costs Total

SEWER

Sanitary Sewers

Backwater Valve Improvement $3,000 $16,500 $19,500

Brandywine Hundred North Rehabilitation 825,000 825,000

Brandywind Hundred South Rehabilitation 165,000 165,000

Calf Run Relief 41,200 41,200

Countywide Manhole Rehabilitation 82,500 82,500

Delaware City Sewer Rehabilitation 41,200 41,200

Edgemoor Pump Station Upgrade 41,200 41,200

Hyde Run Relief 124,000 124,000

Iron Hill Sewer 24,800 24,800

Mobile Radio System Upgrade 66,000 66,000

MOT Area Maintenance Base $3,300 12,500 41,200 57,000

Naamans Pump Station Upgrade 24,800 24,800

Old Porter Road Septic Elimination 4,000 4,000

Old State Road Interceptor 16,500 16,500

Pike Creek Improvements 41,200 41,200

Pump Station Meters 24,800 24,800

Pump Station Rehabilitation 57,800 57,800

Red Clay Interceptor 132,000 132,000

River Road Improvements 66,000 66,000

Sewer Repairs and Rehabilitation 165,000 165,000

Shellburne Rehabilitation 29,000 29,000

South Delaware Interceptor 8,200 8,200

Southern Sewer Service Area 498,000 695,000 247,500 1,440,500

Special Services Complex 82,500 82,500

Stoney Creek Pump Station Upgrade 19,395 25,000 379,500 423,895

Terminal Ave. Pump 33,000 33,000

Water Farm #1 Improvements 907,500 907,500

West Chestnut Hill Septic Elimination 8,200 8,200

TOTAL SEWER AND STORMWATER MANAGEMENT $520,695 $735,500 $3,696,100 $4,952,295






Capital Budget & Program Profiles

Individual project profiles are presented below. Projects adopted in the FY 2004 Capital Budget are

highlighted as a blue shaded box and include the Operating Budget impact. See Reader’s Guide, Page 5, for

Council District identification.

Project Name: Backwater Valve Improvement

Project Number: 0101

Description: To install backwater valves in flood prone areas to prevent sewage back-ups during wet

weather periods.

Council District: All

Funding Source: General Obligation Bonds.

Project Appropriations: $200,000 in FY 2004. $200,000 a year FY 2005 through

FY 2009. Total project costs including prior

authorizations $1,800,000.

Operating Budget Impact: Debt service costs for the 20-year borrowing will

increase $16,500 for the FY 2004 budget. Other

operating costs are estimated to increase $3,000.

Project Name: Belltown Interceptor Relief Phase II


Description: Place 6,600 l.f. relief sewer along Rt. 72 between Salem Church Road and the railroad.

Council District: 6


Project Appropriations: $300,000 in FY 2006 and $1,500,000 in FY 2007. Total

project costs $1,800,000.

Project Name: Brandywine Hundred North Rehabilitation


Description: Rehabilitation of sewer system in North Brandywine Hundred area to

correct capacity shortages due to infiltration and inflow and deteriorated pipe.

Council District: 2


Project Appropriations: $10,000,000 in FY 2004. $2,000,000 in FY 2005 and

$5,000,000 FY 2006. Total project costs including prior



increase $825,000 for the FY 2004 budget.

SANITARY SEWER PROJECTS

Project Name: Bridleshire Farms




Capital Budget & Program Profiles (Continued)

Project Name: Brandywine Hundred South Rehabilitation


Description: Rehabilitation of sewer system in South Brandywine Hundred area (Shellpot Interceptor) to

correct capacity shortages due to infiltration and inflow.

Council District: 2


Project Appropriations: $2,000,000 in FY 2004. $2,000,000 in FY 2005,

$1,250,000 in FY 2006, $1,000,000 in FY 2007 through

FY 2009 and $5,000,000 in future years to complete the

project. Total project costs including prior




Project Name: Calf Run ReliefProject Number: 9701

Description: Selected relief sewer construction between Kirkwood Highway and Stanton

Council District: 3


Project Appropriations: $500,000 in FY 2004. Total project costs including

prior authorizations $1,899,000.


increase $41,200 a year for the FY 2004 budget.

Project Name: Christiana Hospital Sewer Outfall Upgrade


Description: Upgrade to the Christiana Care Medical Center sewer area to handle the increase in flow.

Council District: 1


Project Appropriations: $500,000 in FY 2004 to upgrade sewer area. Total

project costs are $500,000.




Project Name: Countywide Manhole Rehabilitation


Description: Rehabilitate and repair over 3,500 manholes identified as deficient. The work includes

replacing the frame and cover, plus internal repairs needed for structural integrity to stop

infiltration and inflow.



Project Appropriations: $1,000,000 in FY 2004. $1,000,000 a year FY 2005

through FY 2009 and $1,000,000 in future years to

complete the project. Total project costs including prior




Project Name: Delaware City Sewer Rehabilitation


Description: Rehabilitate, replace and/or relocate deteriorating sewer lines in Delaware City.

Council District: 6


Project Appropriations: $500,000 in FY 2004 and $1,500,000 in future years to





Project Name: Develop Collection System Improvements


Description: Real time dynamic modeling of the sewer collection system to prioritize and perform

rehabilitation

work.


Funding Source: $4,000,000 General Obligation Bonds and $1,500,000

Sewer Capital Hook up fees.

Project Appropriations: $2,500,000 in FY 2005. Total project costs including







Project Name: Develop Interceptor Improvements


Description: Real time modeling of the sewer interceptor and force main system to prioritize and perform

rehabilitation work.


Funding Source: $8,800,000 General Obligation Bonds and $800,000

Sewer Capital Hook up fees.

Project Appropriations: $1,600,000 a year FY 2005 through FY 2009. Total

project costs including prior authorizations $9,600,000.

Project Name: Edgemoor Pump Station Upgrade


Description: Installation of pumps with associated mechanical/electrical upgrades.

Council District: 2, 4






Project Name: Hyde Run Relief


Description: Relief sewer construction to alleviate identified system constriction points.

Council District: 3



through FY 2009. Total project costs including prior





Project Name: Iron Hill Sewer Extension


Description: Replacement of 6” sewer with 8” main and extension to the Iron Hill Park/Museum area.

Council District: 5


Project Appropriations: $300,000 in FY 2004. Total project costs $300,000.



Project Name: Mobile Radio System Upgrade


Description: Upgrades are needed to the two-way radio system equipment in order to utilize the State’s

sites. Numerous blackouts on non-response areas are experienced.

Council District: Various


Project Appropriations: $800,000 in FY 2004. Total project costs are $800,000.



Project Name: M.O.T. Maintenance Base


Description: Regional operations base to support growing population in Southern New Castle County.

Council District: 6




increase $41,200 for the FY 2004 budget. Personnel

service costs and other operating costs are estimated to

increase by $15,800 for the FY 2004 budget.






Project Name: Naamans Pump Station Upgrade


Description: Installation of pumps and complete electrical upgrade.

Council District: 3



prior authorizations $500,000.



Project Name: Old Porter Road Septic Elimination


Description: Local sewer system to service eight (8) parcels at the intersection of Old Porter Road and

Red Lion Road.

Council District: 6


Project Appropriations: $50,000 in FY 2004. Total project costs including prior

authorizations $230,000.



Project Name: Old State Road Interceptor


Description: Evaluation, analysis and design of the sewer system at the confluence of the Old State Road

and State Road interceptor.

Council District: 6






Project Name: Pike Creek Improvements


Description: Infiltration and inflow analysis of the interceptor and design improvements to the interceptor

to accommodate additional flows and to connect the system to the White Clay Interceptor.

Council District: 3






Project Name: Pump Station Meters


Description: Upgrade flow meters at major pump stations.




prior authorizations $900,000.



Project Name: Pump Station Rehabilitation


Description: Pump station rehabilitation including electricity, controls, pumps, infrastructure and buildings.



Project Appropriations: $700,000 in FY 2004. $750,000 in FY 2005 and

$800,000 in FY 2006. Total project costs including









Project Name: Red Clay Interceptor Relief


Description: Relief sewer construction along the entire Red Clay Interceptor from Richardson Park

through Brandywine Springs County Park to the Brookmeade Little Falls area.

Council District: 3


Project Appropriations: $1,600,000 in FY 2004 and $1,600,000 in FY 2005.

Total project costs including prior authorizations

$9,666,000.

Operating Budget Impact: Debt service costs for the 20-year borrowing will increase

$132,000 for the FY 2004 budget.

Project Name: River Road Improvements


Description: Upgrade of 8” sewer line on River Road from Grantham Lane to area including the

River Road pump station.

Council District: 6





Project Name: Sewer Repairs and Rehabilitation


Description: Sewer repairs and rehabilitation as determined by the Department of Special Services through

analysis.


Funding Source: General Obligation Bonds and Private.

Project Appropriations: $2,000,000 in FY 2004, $2,000,000 in FY 2005, and

$4,000,000 a year FY 2006 through FY 2009. Total







Project Name: Shellburne Rehabilitation


Description: Evaluation, analysis and rehabilitation of existing local collection system within

backyards of neighborhoods.

Council District: 2





Project Name: South Delaware Interceptor


Description: Evaluation, analysis and design to existing 24” interceptor to divert flows to the South

Christina Interceptor.

Council District: 6





Project Name: Southern Sewer Service Area


Description: Construction of sanitary sewer system in the sewer district south of the C&D Canal to

include treatment plant, pump stations, force mains and interceptor sewer lines.

Council District: 6

Funding Source: General Obligation Bonds

Project Appropriations: $3,000,000 in FY 2004, $12,000,000 in FY 2005 and

$27,000,000 in future years to complete the project. Total



$247,500 for the FY 2004 budget. Personnel services

costs and other operating costs are estimated to increase

$1,193,000.




Project Name: Special Services Complex


Description: Site improvements at the Special Services Churchmans Road complex.

Council District: 1






Project Name: Stoney Creek Pump Station Upgrade


Description: Total rehabilitation and replacement of Stoney Creek Pump Station.

Council District: 2

Funding Source: 65% General Obligation Bonds and 35% Sewer Capital

Reserve Account.




$379,500 for the FY 2004 budget. Personnel service

costs and other operating costs are estimated to increase

$44,395 with the upgrade.

Project Name: Terminal Avenue Pump Station Upgrade


Description: Installation of pumps and complete electrical upgrades.

Council District: 4







Project Name: Waterfarm #1 Improvements


Description: Construction of improvements at Water Farm #l in sewer district south of the C&D Canal,

to include treatment process changes, land acquisition, pump stations, force mains land

application and discharge modification.

Council District: 6



Total project costs $15,000,000.



Project Name: West Chestnut Hill Septic Elimination


Description: Local sewer service to service eight (8) parcels on W. Chestnut Hill Road west of

Sandy Brae Road.

Council District: 5






.




Project Name: Countywide Drainage Problems


Description: To provide for future storm drainage projects to be specified in year of funding authorization.



Project Appropriations: $200,000 a year FY 2005 through FY 2009. Total


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.



Project Appropriations: $180,000 a year FY 2005 through 2009. Total project

costs $900,000.

Project Name: Non Point Source NPDES Permitting


Description: Reduce pollutant discharges via stormwater system in accordance with NPDES Permit

conditions for New Castle County.



Project Appropriations: $500,000 in future years. Total project including prior


STORMWATER MANAGEMENT PROJECTS





Facilities/Equipment


as of 2/28/03

$39.9 million

Approved FY 2004


($17.2) million

Recommended FY 2004


($17.2) million

C

urrently all programmed buildings and facilities

capital projects will be financed from General

Obligation Bonds with the exception of the City/County

Building Project which will receive 55% funding from

the City of Wilmington. All fleet equipment purchases

budgeted in the Capital Budget for GASB 34

conformance will be funded with General Fund Reserves.

The FY 2004 budget includes $1,100,000 for

ongoing building renovations and general facilities

improvements. Fiscal years 2005-2009 include an

additional $5,500,000 for planned and necessitated

improvements or additions for County buildings and

facilities. The FY 2004 Capital Budget and Program also

includes an additional $3,400,000 in FY 2004 and

$3,500,000 in FY 2005 for renovations to the existing

Police Building. The County paving project will receive

$100,000 in FY 2004 and another $550,000 programmed

through FY 2009. This will allow the County to

continue improvements to the aging parking lots and

walkways. To help eliminate and prevent leaking

roof structures, $600,000 has been programmed in

FY 2004 through FY 2009.

To continue the County’s plan for protection of

its environment and facilities from hazardous

substances (asbestos, PCBs, radon, chemicals) and

underground fuel tanks, the budget includes an

additional $250,000 for this ongoing cleanup.

$1,400,000 has been programmed for FY 2005

through FY 2007 to continue modifications required

by the EPA at closed landfill sites.

FY 2004 also includes $200,000 to upgrade

County fuel facilities and $950,000 for a state of

the art spray booth at the Connor Building.

Technology improvements at County facilities

will be realized by budgeting $2,000,000 for FY

2004 and an additional $2,000,000 for FY 2005

through FY 2006 for integrated security systems and

an additional $100,000 in FY 2004 to upgrade our

HVAC controls. There also is $100,000 programmed

for FY 2004, FY 2005 and FY 2006 to design energy

saving projects at County facilities.

The City/County Building, which is over 20

years old, is programmed to receive an additional

$100,000 in FY 2004 for ongoing modifications.

The chart below is a six-year expenditure activity

graph for Facilities/Equipment. Annotated below is

the amount of available appropriations as of February

28, 2003; the appropriations recommended and

approved for FY 2004.

$0.0

$5.0

$10.0

$15.0

1998 1999 2000 2001 2002 2003

$3.1$3.9 $3.9 $3.5 $2.9

$5.4

Fiscal Year

Facilities/EquipmentExpenditure Activity for 6 Years

Millions


(In Thousands)

Category/

Project

Budget

FY2004 FY2005 FY2006

Program

FY2007 FY2008 FY2009

Balance to

Complete

FACILITIES/EQUIPMENT

Army Creek Landfill Upgrade500 500 200 300

Becks Pond Bathroom Renovations200

Building Renovations3,500 3,600 100 100 100 100

City/County Building & Garage Renovation

Connor Building Spray Booth

100

950

Energy Audit Upgrade100 100 100

Fleet Acquisitions2,779 2,500 2,500 2,500 2,500 2,500

General Facilities Improvements1,000 1,000 1,000 1,000 1,000 1,000

General Paving100 100 100 50 100 200

General Roof Renovations100 200 100 100 100

Government Center Addition(28,449)

Hazardous Substances & Asbestos Abatement50

Inspection of Tanks - Environmental Control200

Police Building Renovations3,400 3,500

Security2,000 1,000 1,000

Tybouts Corner Landfill Upgrade100 100

Upgrade ATC Controls100

Total Facilities/Equipment $(17,270) $8,800 $5,600 $4,050 $3,800 $3,900 300

FUNDING SOURCES

General Obligation Bonds(7,900) 6,300 3,100 1,550 1,300 1,400 300

Federal

State

Other(9,370) 2,500 2,500 2,500 2,500 2,500

Total Funding Sources $(17,270) $8,800 $5,600 $4,050 $3,800 $3,900 300

The following pages include a schedule of projected operating expenses associated with projects included in the

FY 2004 Capital Budget and a brief profile of each project included in the FY 2004 Capital Budget and Program.



Facilities/Equipment (Continued)



Measurement of the FY 2004 Capital Budget impact ($635,400) upon the annual Operating Budget is presented

below as an addition to or reduction of cost.


Personnel

Service

Other

Operating

Debt

Service

Category/Project Costs Costs Costs Total


Becks Pond Bathroom Renovations $16,500 $16,500

Building Renovations 8,200 8,200

City/County Building & Garage Renovations 8,200 8,200

Connor Building Spray Booth 78,400 78,400

Energy Audit Upgrade 8,200 8,200

Fleet Acquisitions General Fund Only 0

General Facilities Improvements 82,500 82,500

General Paving $2,000 8,200 10,200

General Roof Renovations 8,200 8,200

Government Center Addition (1,344,800) (1,344,800)

Hazardous Substances & Asbestos Abatement 4,100 4,100

Inspection of Tanks-Environmental Control 16,500 16,500

Police Building Renovations 280,500 280,500

Security 4,700 $10,000 165,000 179,700

Upgrade ATC Controls 8,200 8,200

TOTAL FACILITIES/EQUIPMENT $6,700 $10,000 $(652,100) $(635,400)


Individual project profiles are discussed below. Projects adopted in the FY 2004 Capital Budget are highlighted

as a blue shaded box and include the Operating Budget impact. See Reader’s Guide, Page 5 for Council District

identification.


Facilities/Equipment (Continued)

Project Name: Army Creek Landfill Upgrade


Description: Various wells and additional equipment as required by EPA approved plan.

Council District: 6


Project Appropriations: $500,000 a year FY 2005 through FY 2006 and

$200,000 in FY 2007. $300,000 in future years to







Project Name: Becks Pond Restroom Renovation


Description: Renovation to exterior bath house restrooms to be used for new pavilion picnic park.

Council District: 5





Project Name: Building Renovations


Description: Capital improvements to County buildings as required.



Project Appropriations: $100,000 in FY 2004. $100,000 a year FY 2005

through FY 2009. Total project costs $600,000.



Project Name: City/County Building & Parking Garage Renovations


Description: Repairs to structure and floor of parking garage and other required building renovations.

Council District: 4

Funding Source: General Obligation Bonds and City of Wilmington.






Project Name: Connor Spray Booth


Description: Paint spray booth with storage and resporatory facilities.

Council District: 1





Project Name: Energy Audit/Upgrade


Description: Professionally review energy usage patterns, efficiency of various elements of infrastructure.



Project Appropriations: $100,000 in FY 2004. $100,000 a year FY 2005

through FY 2006. Total project costs $300,000.



Project Name: Fleet Acquisitions


Description: Purchase of heavy equipment, off road equipment and vehicles.


Funding Source: General Fund.




Operating Budget Impact: No debt service associated with the FY 2004 General

Fund appropriations. No additional operating impact

associated with the acquisition of these replacement

vehicles.




Project Name: General Facilities Improvements


Description: Improvements as needed to various facilities.


Funding Source: General Obligation Bonds



authorizations $7,750,000



Project Name: General Paving


Description: Repaving at various County locations, including curbs, sidewalks and drainage repairs.



Project Appropriations: $100,000 in FY 2004 and $100,000 a year FY 2005

through FY 2006. $50,000 in FY 2007, $100,000 in FY

2008 and $200,000 in FY 2009. Total project costs

including prior authorizations $1,605,000.


$8,200 for the FY 2004 budget. Personnel service costs

are estimated to increase by $2,000.

Project Name: General Roof Renovations


Description: Major roof renovations at various County owned facilities.



Project Appropriations: $100,000 in FY 2004, $200,000 in FY 2006, and

$100,000 in FY 2007 through FY 2009. Total project

costs including prior authorizations $1,100,000.








Project Name: Government Center Addition


Description: De-Authorize project.

Council District: 1

Funding Source: General Fund and General Obligation Bonds.

Project Appropriations: De-Authorization of $28,449,000 in FY 2004.

Operating Budget Impact: No operating impact associated with this project. Future

debt service costs will decrease $1,344,800 as a result of

de-authorizing this project.

Project Name: Hazardous Substances and Asbestos Abatement


Description: Abatement and/or disposal of asbestos and other hazardous materials.







Project Name: Inspection of Tanks - Environmental Control


Description: Inspection of tanks, replacing, retrofitting and monitoring.



Project Appropriations: $200,000 FY 2004. Total project costs including prior







Project Name: Police Building Renovations


Description: Renovations to Police Building due to space, personnel changes and additions.

Council District: 1


Project Appropriations: $3,400,000 in FY 2004 and $3,500,000 in FY 2005. Total




Project Name: Security


Description: Install upgraded integrated security systems at various County facilities.



Project Appropriations: $2,000,000 in FY 2004 and $1,000,000 a year FY 2005




$165,000 for the FY 2004 budget. Operating costs are

estimated to increase $14,700 for personnel service costs

and other operating costs for the upgraded security.

Project Name: Tybouts Corner Landfill Upgrade


Description: Install and monitor additional equipment as required by EPA.

Council District: 6


Project Appropriations: $100,000 a year FY 2005 through FY 2006. Total project

costs including prior authorizations $300,000.




Project Name: Upgrade ATC Controls


Description: Upgrade HVAC controls to current technology at various locations.







Ongoing purchases of heavy equipment, offroad equipment and vehicles.


Parks

T

he Department of Special Services has responsibility for developing and maintaining over 5,000 acres of

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 and State funding assistance with land acquisition and development

projects in the past, the approved six-year Capital Program for parks does not include any Federal or State funding.

Therefore, all programmed parks projects included in the FY 2004 Capital Budget and Program will be funded with

General Obligation Bonds of New Castle County, General Fund Reserves and impact fees collected through June 30,

2003. As the County continues to collect recently approved impact fees, the need for General Obligation Bonds will

be reduced.

The FY 2004 Capital Budget includes funding

of $16,000,000 for acquisition of parkland for

future development of active recreation facilities.

Also budgeted in FY 2004 is an additional

$5,000,000 toward a new initiative for acquiring

land for open space and farmland preservation

initiatives. FY 2005 includes an additional

$5,000,000 to continue this initiative within New

Castle County. An additional $2,000,000 is

budgeted in FY 2004 for the continuing

development of the Wiggins Mill Regional Park.

An additional $4,000,000 also is budgeted in FY

2005 through FY 2009 for the completion of this

project. FY 2004 is programmed for $12,000,000

to be used for developing the newly acquired

Glasgow Regional Park. The FY 2004 Capital

Budget also includes $2,000,000 for the planning

and design of the Southern Regional Park. Also,

$2,000,000 has been budgeted in FY 2005 to begin

the development of the Southern Regional Park

with another $4,000,000 programmed through FY

2007. For planned improvements to the Iron Hill

Park, $1,000,000 is budgeted in FY 2004 and

another $500,000 is programmed for FY 2008.

The FY 2005 through FY 2009 Capital

Program includes over $30,000,000 for numerous

projects required for the continuing development

and acquisition of parks for our ever growing population. Major projects included in this amount are: development

of a Southern Regional Park, $4,000,000, parkland acquisition $6,000,000 and $5,000,000 for the open space and

farmland initiative program.

The following pages include a six-year expenditure activity graph, the FY 2004 Capital Budget and Program,

including funding sources, a schedule of projected operating expenses associated with projects included in the

FY 2004 Capital Budget and a brief profile of each project included in the FY 2004 Capital Budget and Program.

Auto Cad rendering of

Rockwood Carriage House and Visitor’s Center.




as of 2/28/2003

$24.2 million

Approved FY 2004


$40.5 million*

Recommended FY 2004


$24.5 million

Wilmington

New Castle

Newark

Delaware City

Middletown


Parks (Continued)

The chart shown below is a six-year expenditure activity graph for Parks. Annotated beside the chart is the

amount of available appropriations at February 28, 2003; the appropriations recommended and approved for FY

2004.

This map of

New Castle County

depicts the location

of park projects

included in the

FY 2004

Capital Budget.

*Recommended budget amended to include an

increase of $6,000,000 for the Parkland

Acquisition Project and $10,000,000 for the

Glasgow Regional Park Project.

$0.0

$3.0

$6.0

$9.0

$12.0

$15.0

$18.0

$21.0

$24.0

1998 1999 2000 2001 2002 2003

$0.8$2.7

$4.1$6.2

$3.7

$19.2

Fiscal Year

ParksExpenditure Activity for 6 Years

Millions

1. Bonsall Park Walking Path

2. Brandywine Springs Park

3. Canby West Road Renovations

4. Coventry District Park

5. Game Court Improvements*

6. General Parkland Improvements

7 Glasgow Regional Park

8. Iron Hill Park

9. Land Acquisition*

10. Meadowood Park

11. Parkland Acquisiion

12. Pavilion Renovations*

13. Play Area Improvements*

14. Southern Regional Park

15. Talley Day Park Phase II

16. Wiggins Mill

17. Woodshaven Improvements

*Countywide Scope


(In Thousands)

Category/Project

Budget

FY2004 FY2005 FY2006

Program

FY2007 FY2008 FY2009

Balance to

CompletePARKS

Bonsall Park Walking Path200

Brandywine Springs Park300

Bridge Improvements100 100

Canby West Road Renovations150

Coventry District Park Expansion300 500 500

District Park #51,000 1,000

Game Court Improvements75 75 75 75 75 75

General Parkland Improvements350 250 250 250 250 250

Glasgow Regional Park12,000

Iron Hill Park1,000 500

Land Acquisition5,000 5,000

Maintenance Base Renovations100

Meadowood Park Drainage100

Middle Run Valley1,000 1,000

Parkland Acquisition16,000 2,000 2,000 2,000

Pavilion Renovations100 100

Play Area Improvements90 90 100 100 100 100

River Road Park Expansion250

Southern Regional Park2,000 2,000 2,000 2,000

Sports Lighting500 500

Talley Day Park Phase II500

Wiggins Mill2,000 2,000 1,000 1,000

Woodshaven Improvements350

Total Parks $40,515 $10,365 $2,925 $5,125 $5,925 $6,025 $0

FUNDING SOURCES

Bonds33,265 10,365 2,925 5,125 5,925 6,025

Federal

State2,000

Other5,250

Total Funding Sources $40,515 $10,365 $2,925 $5,125 $5,925 $6,025 $0



Parks (Continued)



Parks (Continued)



Personnel

Service

Other

Operating

Debt

Service


PARKS

Bonsall Park Walking Path $16,500 $16,500

Brandywine Springs Park 24,700 24,700

Canby West Road Renovations 12,400 12,400

Coventry District Park Expansion $24,000 $750 24,800 49,550

Game Court Improvements 6,200 6,200

General Parkland Improvements 28,800 28,800

Glasgow Regional Park 282,200 6,200 825,000 825,000

Iron Hill Park 73,000 General Fund Only 73,000

Land Acquisition 412,500 412,500

Meadowood Park Drainage 8,200 8,200

Parkland Acquisition 1,320,000 1,320,000

Pavilion Renovations 8,200 8,200

Play Area Improvements 7,400 7,400

Southern Regional Park 288,000 7,000 165,000 460,000

Talley Day Park Phase II 18,000 2,000 41,200 61,200

Wiggins Mill 199,000 6,000 General Fund Only 205,000

Woodshaven Improvements 40,110 500 8,250 48,860

TOTAL PARKS $924,310 $22,450 $2,909,150 $3,855,910

Measurement of the FY 2004 Capital Budget impact ($3,855,910) upon the annual Operating Budget is

presented below as an addition to or reduction of cost.

Glasgow Regional Park Concept.




Individual project profiles are discussed below. Projects adopted in the FY 2004 Capital Budget are highlighted as a

blue shaded box and include the Operating Budget impact. See Reader’s Guide, Page 5 for Council District

identification.

Project Name: Bonsall Park Walking Path


Description: Increase length of existing walking path.

Council District: 2





Project Name: Brandywine Springs Park


Description: Lake Washington renovation, restoration of historic bridge abutment and pedestrian bridge.

Council District: 3






Project Name: Bridge Improvements


Description: Renovations of County park pedestrian foot bridges.



Project Appropriations: $100,000 in FY 2005, $100,000 in FY 2007 and $100,000

in FY 2009. Total project costs including prior


PARKS




Project Name: Canby West Road Renovations


Description: Reconstruction of park road.

Council District: 4





Project Name: Coventry District Park Expansion


Description: Improvements and addition of recreation facilities in existing district park.

Council District: 1






$24,800 for the FY 2004 budget. Operating costs are

estimated to increase $24,750 for personnel service costs

and other operating costs associated with the park

expansion.

Project Name: District Park #5


Description: Purchase of Harris/Grimm property and site work to develop a district park at the Prest

Property

Council District: 6


Project Appropriations: $1,000,000 in FY 2008 through FY 2009. Total project

costs including prior authorizations $3,150,000.




Project Name: Game Court Improvements


Description: Improvements and renovations to existing tennis and basketball courts.



Project Appropriations: $75,000 in FY 2004 and $75,000 a year FY 2005 through

FY 2009. Total project costs $450,000.



Project Name: General Parkland Improvement


Description: Improvements to various parks.




through FY 2009. Total project costs $1,600,000.



Project Name: Glasgow Regional Park


Description: Development of a regional park facility in the Glasgow area.

Council District: 5

Funding Source: General Obligation Bonds, Impact Fees and General

Fund.



Operating Budget Impact: Operating costs are estimated to increase $288,400 for

personnel service costs and other operating costs

associated with park maintenance. Debt service costs for

the 20-year borrowing will increase $825,000 for the FY

2004 budget.




Project Name: Iron Hill Park


Description: Develop master plan for the park.

Council District: 5

Funding Source: General Obligation Bonds and General Fund.

Project Appropriations: $1,0000,000 in FY 2004 and $500,000 in FY 2008.


$1,700,000.

Operating Budget Impact: Personnel service costs are estimated to increase $73,000.

Project Name: Land Acquisition


Description: Funding for farmland preservation and open space initiatives.





$15,000,000.



Project Name: Maintenance Base Renovations


Description: Construct new office and storage facilities and renovations as required.








Project Name: Meadowood Park Drainage


Description: Correct drainage pipe problems in park.

Council District: 3





Project Name: Middle Run Valley


Description: Development and improvements to the Middle Run Valley Natural Area property.

Council District: 3


Project Appropriations: $1,000,000 a year FY 2008 through FY 2009. Total


Project Name: Parkland Acquisition


Description: Parkland Acquisition.







$1,320,000 for the FY 2004 budget.

Project Name: Pavilion Renovations


Description: Renovations of pavilions at various parks.



Project Appropriations: $100,000 in FY 2004 and $100,000 in FY 2007. Total

project costs including prior authorizations $289,000.






Project Name: Play Area Improvements


Description: Improvements to existing play areas.



Project Appropriations: $90,000 in FY 2004, $90,000 in FY 2005 and $100,000 a

year FY 2006 through FY 2009. Total project costs

$580,000.



Project Name: River Road Park Expansion


Description: Expand park area to include new recreational facilities.

Council District: 2



Project Name: Southern Regional Park


Description: Development of a Southern Regional Park.

Council District: 6



through FY 2007. Total project costs $8,200,000.


$165,000 for the FY 2004 budget. Personnel service

costs are estimated to increase $288,000 and other

operating costs are estimated to increase $7,000.

Project Name: Sports Lighting


Description: Lighting of existing sports fields.



Project Appropriations: $500,000 in FY 2007 and $500,000 in FY 2009. Total





Project Name: Talley Day Park Phase II


Description: Development of active and passive recreation and support facilities and parking.

Council District: 2






are estimated to increase $18,000 and other operating

costs are estimated to increase $2,000.

Project Name: Wiggins Mill


Description: Plan, design and develop district park.

Council District: 6


Project Appropriations: $2,000,000 in FY 2004. $2,000,000 in FY 2005 and

$1,000,000 a year FY 2008 through FY 2009. Total


Operating Budget Impact: No debt service costs associated with the FY 2004

General Fund appropriations. Personnel service costs are

estimated to increase $199,000 and other operating costs

are estimated to increase $6,000.

Project Name: Woodshaven Improvements


Description: Development of a passive park.

Council District: 2

Funding Source: General Obligation Bonds and Impact Fees.





are estimated to increase $40,110 and other operating

costs are estimated to increase $500 for the development

of the park.


Department of Community Services

Provision of library services, community develop-

ment and recreational activities to County residents are

functions performed by the Department of Community

Services.

- Sports and recreational programs offered by the

Department include sports leagues and tournaments, adult

activitities at PAL Centers, Smart Beginnings, summer

camps, Safety Town, Art Studio courses and workshops,

equestrian events and programs at Carousel Park and

Special Events programming, e.g., sleep overs, the Ice

Cream Festival and the Festival of Lights at Rockwood

Park.

- Senior citizens can participate in the activities and

hot noon meals offered at senior centers and nutrition sites

which are sponsored by the County in cooperation with

local community groups. The Parks and Recreation

Advisory Board provides input on departmental programs.

- The County’s library system provides a total of 15

public libraries. Eight facilities are directly administered

by the Department (Appoquinimink, Claymont, New

Castle County Brandywine Hundred, Concord, Hockessin,

Kirkwood, Newark, Bear, and Elsmere), and seven are

contractually managed (Corbit-Calloway, Delaware City,

New Castle, Wilmington and its three branches,

Woodlawn, the North Wilmington Branch and La

Biblioteca del Pueblo). Capital Program objectives

include:

■ Library Facilities - Expansion and addition of

library facilities.

■ Adult Activity Centers - New facility con-

struction.

In 1990 New Castle County structured a public,

private partnership for the construction of new libraries.

This partnership 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.

During FY 2003 the Department completed a

$5,500,000 expansion of the existing Newark Library

including library space and meeting rooms. The

Department also completed the construction of a new

$11,626,000 library facility located in Northern New

Castle County. Funding for the Newark Library expansion

was 41% State funding, 54% General Obligation Bonds,

and 5% impact fees; whereas the New Castle County

Brandywine Hundred Library was funded as follows: State

Funding 41%, General Obligation Bonds 32% and private

fund raising 27%.

For senior citizens in the New Castle area, the

Department is managing the construction of a new

$2,500,000 adult activity center funded with Federal funds

and General Obligation Bonds.

The FY 2004 capital budget includes $3,005,000 for

construction of the new Woodlawn Library. In FY 2004

the Department is requesting $1,388,000 for the Hockessin

Library Expansion and $2,162,000 for the Kirkwood

Highway Library expansion projects. These funds will be

used for planning and design of these projects. FY 2005

through FY 2008 includes a total of $8,805,000 for the

construction of a new library in southern New Castle

County.

The following pages include a six-year expenditure

activity graph, the FY 2004 Capital Budget and Program

including funding sources and a profile of each project

included in the FY 2004 Capital Budget and Program.

Kirkwood Highway Library slated for expansion.


Department of Community Services (Continued)

The accompanying chart is a six-year expenditure activity graph for the Community Services Department.

Annotated below the chart is the amount of available appropriations as of February 28, 2003; the appropriations

recommended and approved for FY 2004.


as of 2/28/2002

$3.7 million

Approved FY 2004


$6.7 million*

Recommended FY 2004


$6.6 million

(In Thousands)

Category/Project

Budget

FY2004 FY2005 FY2006

Program

FY2007 FY2008 FY2009

Balance to

CompleteLIBRARIES

Hockessin Library Expansion$1,388 $2,151

Kirkwood Highway Library Expansion2,162 3,360

NCC Library Brandywine Hundred Branch175

Southern Library2,810 2,662 2,468 865

Woodlawn Library3,005

Total Libraries $6,730 $8,321 $2,662 $2,468 $865 $0 $0

FUNDING SOURCES

Bonds4,262 2,861 800 600 465

Federal

State1,058 4,660 1,112 1,113

Other1,410 800 750 755 400

Total Funding Sources $6,730 $8,321 $2,662 $2,468 $865 $0 $0


$0.0

$5.0

$10.0

$15.0

1998 1999 2000 2001 2002 2003

$3.4$2.1

$0.5$1.2

$8.9

$6.4

Fiscal Year

Community ServicesExpenditure Activity for 6 Years

Millions

*Recommended budget amended to include increase of $175,000 for the NCC Library Brandywine Hundred Branch.







Personnel

Service

Other

Operating

Debt

Service


Libraries

Hockessin Library Expansion $114,500 $114,500

Kirkwood Highway Library Expansion 178,300 178,300

NCC Library Brandywine Hundred Branch 14,438 14,438

Woodlawn Library $60,335 44,300 104,635

TOTAL LIBRARIES $60,335 $0 $351,538 $411,873

New Castle County Library Brandywine Hundred Branch.




Project Name: Hockessin Library Expansion


Description: Expansion of the current Hockessin Branch Library facility, approximately 5,000 square feet.

Council District: 3

Funding Source: General Obligation Bonds and State Funding.


project costs $3,539,000 for the FY 2004 budget.



Project Name: Kirkwood Highway Library Expansion


Description: Expansion of the current Kirkwood Branch Library facility, approximately 12,000 square feet.

Council District: 3

Funding Source: General Obligation Bonds and State Funding.





Project Name: NCC Library Brandywine Hundred Branch


Description: Construction of the Northern Regional Library, approximately 40,000 square feet.

Council District: 2







highlighted as a blue shaded box and include the Operating Budget impact. See Reader’s Guide, Page 5 for





Project Name: Southern Library


Description: Construction of a library facility in Southern New Castle County.

Council District: 5

Funding Source: $3,065,000 General Obligation Bonds. $3,335,000 State

Funding and $2,705,000 Private Funding.

Project Appropriations: $2,810,000 in FY 2005, $2,662,000 in FY 2006,

$2,468,000 in FY 2007 and $865,000 in FY 2008. Total


Project Name: Woodlawn Library


Description: A 15,000 square foot library at the former Department of Motor Vehicles site in the City of

Wilmington on Bancroft Parkway.

Council District: 4

Funding Source: General Obligation Bonds, State Funding, Impact Fees and

Private Donation.

Project Appropriations: $3,005,000 in FY 2004. Total project costs including prior




are estimated to increase $60,335.

5,000 square foot expansion planned

for Hockessin Library.

12,000 square foot expansion planned

for Kirkwood Highway Library.


The Department of Police provides law

enforcement, emergency communications (911),

emergency medical services, and emergency

preparedness services to the residents of New Castle

County. The following briefly describes the

Department’s functions and objectives in this year’s

Capital Budget and Program.

The New Castle County Police represent the

largest municipal law enforcement agency in the State

of Delaware. Providing jurisdictional police services to

over 500,000 residents of New Castle County, they

respond to emergency and non-emergency calls for

service in all unincorporated and some incorporated

areas in New Castle County. In addition, the Department

provides for police services to the Town of Middletown

on a contractual basis. Capital Program objectives

include:

■ Law Enforcement Facilities - Establish

community facilities to better serve the

needs of County residents and police offi-

cers.

■ Communications Improvements - Protect

the lives of police officers and residents

through state-of-the-art equipment and tech-

nology.

The FY 2004 Capital Budget and Program includes

$3,400,000 in FY 2004 and $3,500,000 in FY 2005 for

renovations to the current Police Building. Since the

department of Special Services will be managing this

project, these funds are budgeted in the Facilities

Section of the Special Services Capital Budget.

The FY 2004 Capital Budget and Program also

includes an additional $1,500,000 in FY 2005 for the

construction of a new Police range facility replacing the

antiquated facility currently being used. This project is a

joint project with the City of Wilmington Police

Department which will fund 50% of the project costs.

The Emergency Communications Division serves

as the vital link between the populace of New Castle

County and all related requests for police, fire and

ambulance service. Additionally, the Emergency

Communications 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.

Included in FY 2004 is $50,000 and FY 2005

$2,551,000 for the purchase and installation of new

computer equipment and software required to maintain

the highest level of communication for New Castle

County residents.

Department of Police

Police Building to undergo $7.0 million

in renovations in FY 2004 and FY 2005.


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 fire companies, now provides for a

program which establishes the best in initial medical

observations and stabilization during medical situations.

The following pages include a schedule of

projected operating expenses associated with projects

included in the FY 2004 Capital Budget and a profile of

each project included in the FY 2004 Capital Budget

and Program.

The accompanying chart is a six-year expenditure

activity graph for the Department of Police. Annotated

below the chart is the amount of available

appropriations as of February 28, 2003; the

appropriations recommended and approved for FY

2004. Listed below is a schedule of the FY 2004


Department of Police (Continued)

$0.0

$2.0

$4.0

$6.0

$8.0

$10.0

$12.0

1998 1999 2000 2001 2002 2003

$4.1

$1.7$2.2 $2.1

$1.0 $0.8

Fiscal Year

PoliceExpenditure Activity for 6 Years

Millions


as of 2/28/2003

$1.0 million

Approved FY 2004


$0.5 million

Recommended FY 2004


$0.5 million


(In Thousands)

Category/Project

Budget

FY2004 FY2005 FY2006

Program

FY2007 FY2008 FY2009

Balance to

CompletePOLICE

Computer System50 2,551

Police Range Facility1,500

Total Police $50 $4,051 $0 $0 $0 $0 $0

FUNDING SOURCES

Bonds(200) 500

Federal

State2,551

Other250 1,000

Total Funding Sources $50 $4,051 $0 $0 $0 $0 $0


Department of Police (Continued)





Personnel

Service

Other

Operating

Debt

Service


POLICE

Computer System$0 $0 $4,000 $4,000

TOTAL POLICE $0 $0 $4,000 $4,000




Project Name: Computer System


Description: Purchase and install department computer network to include hardware, software, planning,

training and management fees.

Council District: 1

Funding Source: $50,000 General Obligation Bonds and $2,551,000 State

Funding.



Operating Budget Impact Debt service costs on the 20-year borrowing will increase


Project Name: Police Range Facility


Description: Construct a new Police range facility.

Council District: 6

Funding Source: $900,000 General Obligation Bonds, $1,000,000 City of

Wilmington and $250,000 Impact Fees.

Project Appropriations: $1,500,000 in FY 2005. Total project costs including prior




as of 2/28/2003 - $0.5 million

Approved FY 2004

Capital Appropriations - $2.0* million

Recommended FY 2004

Capital Appropriations - $1.7 million

Department of Administration

The Department of Administration provides support

service to all departments and offices. Centralized

services provided by this department include:

• Finance

• Human Resources

• Law

• Information Systems

• Procurement

• Central Services (mail, printing, records

management and storeroom)

To complete Information Systems program

objectives, the FY 2004 Capital Budget and Program

includes $1,775,000 in FY 2004 and $1,675,000 per year

FY 2005 through FY 2009. These funds will help us to

continue to provide a County-wide computer

communications network and implement additional

technical business solutions throughout the County. The

FY 2004 Capital Budget also includes $250,000 for a

Data Management System.

The following page includes the FY 2004 Capital

Budget and Program, including funding sources, a

schedule of projected operating expenses associated

with projects included in the FY 2004 Capital Budget

and a profile of each project included in the FY 2004


The chart shown below is a six-year expenditure

activity graph for the Department of Administration.

Annotated with the chart is the amount of available

appropriations as of February 28, 2003; the

appropriations recommended and approved for

FY 2004.

$0.0

$2.0

$4.0

$6.0

$8.0

$10.0

$12.0

1998 1999 2000 2001 2002 2003

$1.6

$3.8

$2.0 $2.4$1.5 $1.9

Fiscal Year

AdministrationExpenditure Activity for 6 Years

Millions

*Recommended budget amended to increase of $100,000 for the Information

Systems Expansion Project and $250,000 for the Document Management Project.


(In Thousands)

Category/Project

Budget

FY2004 FY2005 FY2006

Program

FY2007 FY2008 FY2009

Balance to

CompleteADMINISTRATION

Data Management250

Information Systems Expansion1,775 1,675 1,675 1,675 1,675 1,675

Total Administration $2,025 $1,675 $1,675 $1,675 $1,675 $1,675 $0

FUNDING SOURCES

Bonds1,000 750 750 750 750 750

Federal

State100

Other925 925 925 925 925 925

Total Funding Sources $2,025 $1,675 $1,675 $1,675 $1,675 $1,675 $0





Personnel

Service

Other

Operating

Debt

Service


Administration

Data Management $20,625 $20,625

Information Systems Expansion 62,000 62,000

TOTAL ADMINISTRATION $0 $0 $82,625 $82,625

Department of Administration (Continued)


Individual project profiles are discussed below. Projects adopted in the FY 2004 Capital Budget are




Project Name: Data Management


Description: County-wide document indexing, retrieval and retention.

Council District: All.

Funding Source: $250,000 General Obligation Bonds.

Project Appropriations: $250,000 in FY 2004. Total project costs are $250,000.



Project Name: Information Systems Expansion


Description: Identify and implement additional technical business solutions.

Council District: 1

Funding Source: $12,600,000 General Obligation Bonds, $7,400,000

General Fund and $191,000 State Funding.






Department of Administration (Continued)


County Executive

The New Castle County Executive Office has one Capital Contingency Project. This project is budgeted to

meet increased costs of an authorized project. The FY 2004 Capital Budget and Program includes an additional

$800,000 in FY 2004 through FY 2009 for the Executive Capital Contingency project. These funds will be

allocated by the County Executive to meet increased costs of an authorized project as the County Executive deems

necessary. Generally this is done when increased costs are not in excess of 10%. When cost increases are

excessive, a County ordinance is prepared to increase project appropriations.

Since expenditures are not recorded in the Contingency Projects, a six-year expenditure activity graph is not

presented. Annotated below is the amount of available appropriations as of February 28, 2003, the appropriations

recommended and approved for FY 2004 and the FY 2004 Capital Budget and Program Summary for the County

Executive.

The following page includes a schedule of projected operating expenses associated with projects included in

the FY 2004 Capital Budget and a profile of each project included in the FY 2004 Capital Budget and Program.


as of 2/28/03

$0.4 million

Approved FY 2004


$0.8 million

Recommended FY 2004


$0.8 million


(In Thousands)

Category/Project

Budget

FY2004 FY2005 FY2006

Program

FY2007 FY2008 FY2009

Balance to

CompleteCounty Executive

Executive Capital Contingency800 800 800 800 800 800

Total County Executive $800 $800 $800 $800 $800 $800 $0

FUNDING SOURCES

Bonds800 800 800 800 800 800

Total Funding Sources $800 $800 $800 $800 $800 $800 $0


County Executive (Continued)





Personnel

Service

Other

Operating

Debt

Service


County Executive

Executive Capital Contingency $66,000 $66,000

TOTAL COUNTY EXECUTIVE $0 $0 $66,000 $66,000


Individual project profiles are discussed below. Projects adopted in the FY 2004 Capital Budget are



Project Name: Executive Capital Contingency


Description: Allocated by the County Executive to meet increased costs of an authorized capital project.








Appendix 255

MISCELLANEOUS STATISTICS

Date of Reorganization: January, 1967

Form of Government Council-Executive

County Seat Wilmington

Area 437 square miles

Density 1,145 per square mile

Population - 2000 Census 500,265

Population - 2004 Estimate 515,664

Population - 2025 Estimate 581,639

Per Capita Income - 2001 $37,087

Population - Gender Composition 51.4% female

48.6% male

Population - Racial Composition 73.1% white

26.9% non-white

The following selected statistics present 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 12

Number of Officers 346

Fire Protection:

Volunteer Companies 21

Emergency Medical Services:

Number of Stations/Substations 8

Number of Paramedics 95

School Crossing Guards:

School Districts Served 6

Number of Guards 290

Libraries:

Number Directly Administered 8

Number Under Contract 7

Circulation 3.4 million

256 Appendix

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 (302-395-5153).

MISCELLANEOUS STATISTICS(Continued)

Parks:

Regional Park Acreage 3,137

Local/District Park Acreage 2,497

Number of Parks 214

Recreation Facilities:

Big Toy Play Equipment Units 185

Golf Courses 2

Softball/Baseball Fields 97

Football Fields 6

Senior/Nutrition Centers 14

Basketball Courts 117

Tennis Courts 63

Museums 1

Soccer Fields 40

Riding Stables 1

Airports: 1

Sewer Facilities System:

Residential Accounts 108,612

Major Industrial Accounts 23

Commercial Accounts 2,611

Apartment Complex Accounts 232

Contractual User Accounts 5

Miles of Sanitary Sewer 1,600

Pump Stations 152

Treatment Plants 3

Full-Time Positions 1,619

Department Classification 2002 2003 2004

Council President of Council 1 1 1

Council Member 6 6 6

Council Attorney 1 1 1

Policy Director 0 1 1

County Auditor 1 1 1

Clerk of Council 1 1 1

Assistant Internal Auditor 0 1 0

Paralegal 0 1 1

Deputy Clerk 0 1 1

Legislative Aide to President 1 1 1

Legislative Aide to Council 6 6 6

Legal Assistant/Legislative

Aide to Clerk of Council

1 0 0

Secretary to Council 1 1 1

TOTAL - COUNCIL 19 22 21

County Executive County Executive 1 1 1

Chief Administrative Officer 1 1 1

Executive Assistant III 1 0 1

Executive Assistant II 7 6 6

Executive Assistant I 0 2 1

TOTAL - COUNTY EXECUTIVE 10 10 10

Administration Law

County Attorney 1 1 1

First Assistant County Attorney 3 3 3

Finance Legal Officer 1 1 1

Assistant County Attorney 6 6 6

Secretary to the County Attorney 1 1 1

Legal Assistant 7 7 6

Confidential Assistant 0 0 1

Customer Service Information Technician 1 0 0

Administrative Services Technician 1 1 1

Subtotal 21 20 20

Appendix 257

New Castle County


Fiscal Years 2002 - 2003 - 2004


Administration

Office of Finance

Chief Financial Officer 1 1 1

Accounting & Fiscal Manager 3 3 3

Treasury Manager 1 1 1

Senior Financial Officer 2 2 2

Accounting & Fiscal Officer 1 1 1

Finance Administration Manager 1 1 1

Senior Budget & Procedures Analyst 4 4 4

Accountant III 1 1 1

Budget & Procedures Analyst 7 8 8

Accountant II 2 0 3

Public Information Specialist 1 1 1

Health Services Nurse 1 1 1

Treasury Associate 3 3 3

Accounting Operations Assistant 3 3 0

Finance Information Specialist 1 1 1

Legal Assistant 1 0 0


Administrative Aide 2 2 2

Budget Office Assistant 1 1 1

Account Clerk III 11 11 19

Legal Secretary 0 1 1

Secretary 0 0 1

Account Clerk II 9 10 10

Account Clerk I 8 9 0

Clerk Typist 1 0 0

Subtotal 66 66 66

258 Appendix

New Castle County


Fiscal Years 2002 - 2003 - 2004

Department Classification 2002* 2003 2004

Administration(Continued) Human Resources

Chief Human Resources Officer 1 1 1

Insurance Loss & Control Manager 0 1 1

Human Resources Administrator 2 1 1

Compensation & Pension Systems

Coordinator

1 1 1

Employee Relations Specialist 1 1 1


Human Resource Technician 4 5 5

Pension Program Analyst 1 1 1

Insurance Administrator 2 2 2

Human Resources Assistant 3 3 3



Secretary 2 2 1

Subtotal 23 24 25

Administrative Services*

Chief Procurement Officer 1 1 1

Information Systems Manager 1 1 1

Information Systems Assistant

Manager

3 4 4

Chief Purchasing Agent 1 1 1

Information Systems Coordinator 2 2 2

Information Systems Specialist 2 2 2

Systems Analyst 5 5 5

Programmer Analyst 4 4 4

Customer Services Specialist 2 2 2

Purchasing Agent 3 3 3

Operations Specialist 1 3 3


Customer Service & Information

Technician

1 0 0


*Reflects the transfer of Customer Information and Assistance to Land Use.

New Castle County


Fiscal Years 2002 - 2003 - 2004

Appendix 259

260 Appendix

New Castle County


Fiscal Years 2002 - 2003 - 2004

Department Classification 2002 * 2003 2004

Administration(Continued) Administrative Services *

(Continued)

Secretary 2 2 2

Customer Service Coordinator 1 0 0

Computer Operator I 1 0 0

Administrative Services Technician 5 5 5

Central Services Technician 1 1 1

Subtotal 38 38 37

TOTAL - ADMINISTRATION * 148 148 148

Special Services Administration

Special Services General Manager 1 1 1

Special Services Senior

Administration Manager

2 2 2

Chief of Special Projects 1 1 1

Assistant County Engineer 0 0 1

Assistant County Attorney 1 1 1

Special Services Finance Officer 1 1 1

Management & Productivity Manager 1 1 1

Special Services Project Manager 1 1 1

Training Administrator 1 1 1

Facilities Manager 1 0 0

Assistant Land Use Administrator 1 1 1



Program Analyst 1 2 1

Crew Chief II 1 0 0

Community Services Coordinator 1 0 0

Accountant I 1 1 0


Customer Service Information

Technician

1 0 0

Senior Office Assistant 1 1 1

*Reflects transfer of Customer Information Assistance to Land Use.

Appendix 261

New Castle County


Fiscal Years 2002 - 2003 - 2004


Special Services(Continued)

Administration *(Continued)

Crew Chief I 1 0 0


Special Facilities Worker III 3 0 0

Motor Equipment Operator III 1 0 0

Recreation Specialist 1 0 0




Motor Equipment Operator II 2 0 0

Special Services Data Technician 0 2 3

Special Facilities Worker II 2 0 0

Motor Equipment Operator I 1 0 0

Maintenance & Construction Worker 3 0 0

Special Facilities Worker I 4 0 0

Clerk Typist 1 0 0

Subtotal 52 30 31

Internal Services

Internal Services Manager 1 1 1

Central Receiving Manager 1 1 1

Secretary 2 2 2

Storekeeper 2 2 2

Subtotal 6 6 6

Fleet Operations

Transportation Division Manager 1 1 1

Special Services Equipment Coordinator 1 1 1

Garage Supervisor 2 2 2

Automotive Parts Supervisor 1 1 1

Automotive Mechanic 17 17 17

Welder 1 1 1


Special Services Data

Technician

1 0 0


Emergency Medical Technician 1 1 1

New Castle County


Fiscal Years 2002 - 2003 - 2004

262 Appendix



Fleet Operations(Continued)

Automotive Mechanic Helper 2 2 2

Automotive Parts Clerk 2 2 2

Clerk Typist 1 1 1

Subtotal 31 31 32


Chief of Building Operations

and Maintenance

1 1 1

Building Supervisor 1 1 1

Building Maintenance Supervisor 3 3 3

Master Carpenter 2 2 2

Painter Supervisor 1 1 1

Electrician 1 1 1

Painter 5 5 5

Building Maintenance Mechanic 13 13 14

Plumber 1 1 1


Senior Custodian 1 1 1

Clerk Typist 0 1 1

Clerk 1 1 1

Custodian 15 14 14

Subtotal 46 46 47


Property Manager 1 1 1

Assistant Community Services

Administrator

0 1 1

Property Supervisor 1 1 1

Property Maintenance Technician 2 3 3

Forestry Technician 1 1 1



Tree Surgeon 1 1 1

Crew Chief I 11 10 10


Tree Trimmer 6 6 6

Secretary 0 0 2

Barn Manager 0 3 3

Special Services Specialist II 0 2 2

New Castle County


Fiscal Years 2002 - 2003 - 2004

Appendix 263



Property Maintenance(Continued)


Special Services Specialist I 0 5 5

Clerk Typist 0 1 1


Subtotal 68 82 82



Chief of Construction Support 1 1 1

Operations Services Manager 1 1 1

Chief of Facilities Maintenance 1 1 1

Civil Engineer II 0 0 1

Civil Engineer I 3 3 2


Senior Sanitary Maintenance Technician 1 1 1

Maintenance Program Technician 1 1 1

Sanitary Maintenance Technician 1 1 1

Secretary 2 2 2

Special Services Data Technician 1 0 0

Subtotal 14 12 12


Supervisor of Construction Support 1 1 1

Crew Chief II 4 5 4

Pipelayer Supervisor 2 2 2

Mason Supervisor 1 1 1

Crew Chief I 3 4 5

Motor Equipment Operator III 12 13 13

Mason 2 2 2


Trades Helper 3 3 3

Pipelayer 6 6 6



Subtotal 60 72 72

New Castle County


Fiscal Years 2002 - 2003 - 2004

264 Appendix


Special Services(Continued) Sewer Maintenance

Superintendent of Sewer Maintenance 1 1 1

Crew Chief II 4 5 5

Service Request Coordinator 0 0 1

TV Grouter Operator 3 5 4

Crew Chief I 4 3 5


Trades Helper 3 3 4



Subtotal 58 56 58

Plant Operations

Facility Maintenance Supervisor 1 1 1

Superintendent of Wastewater Treatment 1 1 1

Master Mechanic 3 2 2

Plant Operations Technician 0 1 1

Electronics Technician 1 1 1

Junior Electronic Technician 1 1 1

Plumber 2 2 2

Welder 1 1 1

Maintenance Office Administrator 1 1 1

Electrician 7 7 7

Pump Station Mechanic 10 11 13

Wastewater Treatment Plant Operator 5 5 5


Trades Helper 18 17 12

Dispatcher 5 4 4

Radio Communicator 1 1 1

Wastewater Treatment Plant

Operator Trainee

1 1 1


Subtotal 63 62 60


Chief of Site Management 1 1 1

Environmental Compliance Manager 1 1 1

Environmental Administrator 1 1 1

Appendix 265

New Castle County


Fiscal Years 2002 - 2003 - 2004


Special Services(Continued) Environmental Compliance

(Continued)

Environmental Engineer I 2 2 1


Environmental Analyst 4 4 4

Subtotal 9 9 9

Engineering

Engineering and Environmental

Services Manager

0 0 1


Chief of Project Management 1 1 1

Special Services Project Manager 0 1 1

Operations Engineer 3 2 2

Special Services Development Planner 1 1 1

Architect 1 1 1


Special Services Project Administrator 1 1 1

Sewer Management Engineer 1 1 1

Planner II 1 1 1

Landscape Architect 1 1 1

Drafting & Design Supervisor 1 1 1

Chief Construction Inspector 1 1 2

Public Works Contracts Officer 1 1 1

Staff Engineer 5 5 5


Survey Parties Supervisor 1 1 1

Chief Right-of-Way Agent 1 1 1

Construction Inspector Supervisor 2 2 1

Right-of-Way Agent 1 1 1

Public Works Inspector 5 5 5

Secretary 3 3 3

Drafting Technician II 3 3 3

Survey Instrument Operator 1 1 1

Subtotal 41 41 40

TOTAL - SPECIAL SERVICES 448 447 449

New Castle County


Fiscal Years 2002 - 2003 - 2004

266 Appendix

Department Classification 2002* 2003 2004

Community Services Administration

Community Services General Manager 1 1 1

Community Services Manager 1 1 1

Community Services Administrator 2 2 2



Assistant Community Services Administrator 1 1 0

Public Information Specialist 0 1 1





Secretary 3 3 3

Clerk Typist 1 1 1

Subtotal 16 17 16

Community Resources*

Sports Administrator 1 1 1

Assistant Community Services

Administrator

2 2 2

Recreation Supervisor 3 3 2



Senior Services Center Director 5 2 2

Transportation Program Coordinator 1 1 1

Secretary 1 1 1

Clerk Typist 2 2 2

Subtotal 28 25 25

Libraries

Librarian II 6 7 8

Librarian I 16 19 19

*Reflects transfer of Carousel Park to Special Services

New Castle County


Fiscal Years 2002 - 2003 - 2004

Appendix 267


Community Services(Continued)

Libraries(Continued)


Library Specialist 13 15 16

Operations Specialist 0 2 2

Principal Library Assistant 7 7 7

Library Assistant 18 19 20

Interlibrary Loan Assistant 1 1 1

Clerk Typist 1 1 1

Subtotal 64 72 74

Community Development and Housing

Community Services Manager 1 1 1

Community Services Administrator 2 2 3


Planner II 2 2 2

Community Services Assistant

Administrator

4 4 4

Housing Financial Advisor 2 2 2


Housing Rehabilitation Specialist 5 5 5

Housing Program Assistant 7 7 7



Clerk Typist 6 4 4

Subtotal 37 36 37

TOTAL - COMMUNITY SERVICES 145 150 152

*Reflects transfer of Carousel Park to Special Services.

268 Appendix

New Castle County


Fiscal Years 2002 - 2003 - 2004


Land Use Administration

Land Use General Manager 1 1 1

Assistant Land Use Manager 2 1 2

Planner III 1 2 1





Assessment Analyst 1 1 1

Site Inspection Supervisor 1 1 1

Customer Information and

Assistance Coordinator

1 1 1


Public Relations Specialist 1 1 1


Code Inspector 1 1 1

Customer Information and

Assistance Specialist

3 3 3


Account Clerk II 00 1

Secretary 4.54.5 4.5


Clerk Typist 6 6 7

Subtotal 39.5 37.5 40.5

Assessment

Property Assessment Services Manager 1 1 1

Assessor Supervisor 1 1 1

Assessment Services Supervisor 1 1 1

Mapping Support Supervisor 1 1 1

Assessment Analyst 1 1 1


GIS Technician 1 0 0

Certified Assessor II 1 1 1

Appendix 269

New Castle County


Fiscal Years 2002 - 2003 - 2004


Land Use(Continued)

Assessment(Continued)

Planner I 1 2 2

Assessor II 2 3 4

Certified Assessor I 1 0 0

Drafting Technician II 3 3 3

Assessor I 4 4 5

Graphics Arts Designer 1 1 1

Assessment Technician 3 4 3

Secretary 2 1 1


Clerk Typist 2 2 0

Subtotal 29 30 27

Planning

Planning Manager 1 1 1

Assistant Planning Manager 2 1 1

Transportation Planner 1 1 1

Planner III 5 6 6

Planner II 6 7 7


Land Use Paralegal 1 1 1

Planner I 2 1 1

Secretary 1 1 1

Subtotal 20 20 20

Licensing

Licensing Manager 1 1 1

Inspections Manager 1 1 1




Certified Building and Site Inspector 13 13 13

New Castle County


Fiscal Years 2002 - 2003 - 2004

270 Appendix


Land Use(Continued)

Licensing(Continued)

Certified Plumbing Mechanical

Code Examiner

1 0 0

Public Works Inspector 3 3 3

Certified Plan Examiner 2 4 4

Plan Examiner 4 3 3

Permit Processing Technician 4 4 4

Secretary .5 .5 .5

Subtotal 39.5 40.5 40.5

Community Governing

Executive Assistant III 0 1 1

Complaints Officer 1 1 1

Community Governing Administrator 1 1 1



CIA Supervisor 1 0 0

Complaints Specialist 1 1 1

CIA Coordinator 3 6 6


Code Enforcement Officer 15 16 16


Customer Service & Information Specialist 7 4 4

Customer Service Information Technician 0 3 3

Secretary 1 1 1


Junior Administrative Aide 2 1 0

Clerk Typist 0 1 1

Surveyor Assistant 1 0 0

Subtotal 43 47 47

TOTAL - LAND USE 171 175 175

New Castle County


Fiscal Years 2002 - 2003 - 2004

Appendix 271


Police Police Administration

Chief of Police 1 1 1

Major 2 2 2

Captain 2 2 2

Police Financial Officer 1 1 1

Information Systems Coordinator 1 0 0

Senior Police Sergeant 1 1 1

Sergeant 0 0 1



Corporal 3 4 4


Police Officer 4 3 1

Accountant I 1 1 1


Senior Office Assistant 0 0 1

Victims Assistance Officer 2 2 2




Secretary 3 2 2



Key Operator 6 6 7

Clerk Typist 3 3 3

Subtotal 40 39 38

Police Operations

Captain 3 3 3

Senior Police Lieutenant 5 5 5

Training Administrator 0 0 1

Lieutenant 5 5 5

Senior Police Sergeant 13 19 20

Human Resources Technician 0 0 1

Sergeant 16 10 8

Corporal 69 74 80

Police Officer 218 215 211

New Castle County


Fiscal Years 2002 - 2003 - 2004

272 Appendix


Police(Continued)

Police Operations(Continued)


Secretary 1 1 1

Clerk Typist 2 2 2

Public Safety Aide 4 5 5

Subtotal 347 349 352

Crossing Guards

Corporal 2 2 2

School Crossing Guard Supervisor 2 2 2

Secretary 1 1 1

Subtotal 5 5 5

Emergency Services

Emergency Services Manager 1 1 1

Emergency Services Assistant Manager 3 3 3

Coordinator of Emergency Planning 1 1 1

Emergency Services Team Leader 2 3 3

Emergency Services Administrator 1 0 0

Emergency Preparedness Planner 2 2 2

Emergency Medical Services Supervisor 8 8 8

Police Communications Supervisor 4 4 4

Fire/Medical Communications

Supervisor

4 4 4

Emergency Medical Services Paramedic 95 95 95

Police Communications Specialist 20 20 20

Fire/Medical Communications

Specialist

18 18 18


Emergency Call Operator Coordinator 4 4 4

Secretary 3 2 1

Emergency Communication Call

Operator 18 18

18

Subtotal 185 185 185

TOTAL - POLICE 577 578 580

New Castle County


Fiscal Years 2002 - 2003 - 2004

Appendix 273


Register in Chancery* Register in Chancery 1 1 1

Chief Deputy 2 2 2

Register in Chancery Office Administrator 1 1 1

Deputy II 1 1 1


Deputy I 2 2 1

Court Clerk I 2 1 1

Clerk Typist 2 1 1

TOTAL - REGISTER IN CHANCERY 13 11 10

Register of Wills Register of Wills 1 1 1

Chief Deputy 2 2 2

Register of Wills Administrator 1 1 1





Clerk Typist 6 6 6

TOTAL - REGISTER OF WILLS 18 18 18

Recorder of Deeds Recorder of Deeds 1 1 1

Chief Deputy 1 1 1

Recorder of Deeds Office Administrator 2 2 3


Deputy II 4 4 4




Secretary 1 1 0


Clerk Typist 13 12 13

Clerk 4 2 1

TOTAL - RECORDER OF DEEDS 31 29 29

*As of January 1, 2002, the office merged into the State Judiciary

274 Appendix

New Castle County


Fiscal Years 2002 - 2003 - 2004


Sheriff Sheriff 1 1 1

Chief Deputy 1 1 1

Sheriff’s Office Administrator 1 1 1

Accountant I 1 1 1

Chief Deputy Sheriff 1 1 1

Deputy Sheriff 8 8 8



Clerk Typist 5 5 5

TOTAL - SHERIFF 21 21 22

Clerk of the Peace Clerk of the Peace 1 1 1

Chief Deputy 1 1 1


Clerk 2 2 2

TOTAL - CLERK OF THE PEACE 5 5 5

TOTAL - NEW CASTLE COUNTY (1) 1606 1614 1619

(1)

There is a net increase of 5 positions when compared to Fiscal 2003. Narrative explanation for position changes can be found in the

Transmittal Letter tab and the Operating Budget Summary tab.

Appendix 275

Acronyms

Alphabetical listing of “Acronyms” found in this document.

AED Automatic External Defribrilator

AFLAC American Family Life Assurance Company

CAAS Commission on Accreditation of Ambulance Service

CABS Comprehensive Annual Budget Summary

CAFR Comprehensive Annual Financial Report

CAO Chief Administrative Officer of the County

CAPSTARS Capital Strategies and Review System

CDBG Community Development Block Grant

CFO Chief Financial Officer of the County

CIA Customer Information & Assistance

CIP Capital Improvement Program

COLA Cost of Living Allowance

CPBRC Capital Program Budget Review Committee

DCRAC Delaware Community Reinvestment Action Council

DE Delaware

DELJIS Delaware Justice Information System

DMV Department of Motor Vehicles

DNREC Delaware Natural Resources & Environmental Control

DRBA Delaware River & Bay Authority

DUI Driving Under the Influence

EPA Environmental Protection Agency

EXSL Exemplary State & Local Awards Program

GAAP Generally Accepted Accounting Principles

GASB Governmental Accounting Standards Board

GAAP Generally Accepted Accounting Principles

276 Appendix

Acronyms

GASB Governmental Accounting Standards Board

GFOA Government Finance Officers Association

GIS Geographical Information System

GRIP Government Reporting Implementation Process

HOND Housing Opportunities of Northern Delaware

HUD Department of Housing & Urban Development

HVAC Heating, Ventilating and Air Conditioning

IGS Intergovernmental Services

IPTM International Police Technology and Management

KFP Key Financial Policies

MOT Middletown-Odessa-Townsend

NACO National Association of Counties

NCC New Castle County

NCCCP New Castle County Community Partnership

NCIC National Crime Information Center

NCSC National Center for State Courts

NLETS National Law Enforcement Telecommunication System

NPDES National Pollution Discharge Elimination System

PAL Police Athletic League

PAM Property Asset Management

PPO Preferred Provider Organization

RFP Request for Proposal

SODAT Services to Overcome Drug Abuse Among Teenagers

SWM Stormwater Management

WILMAPCO Wilmington Area Planning Council

X-GDS School Crossing Guard Services

YWCA Young Women's Christian Association

Appendix 277

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 Governmental 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 - AA 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.

� BASIS POINT - A unit of measurement used in the valuation of fixed income securities

equal to 1/100 of 1% of yield, e.g., “1/4” of 1 percent is equal to 25 basis points.

� 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 specified rate. The County incurs bonded debt to pay for the costs of capital

improvements.

Glossary

278 Appendix

� 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 is 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; and an operating statement that compares revenues with

expenditures.

Glossary

Appendix 279

� CONTINGENCY - items that may become liabilities as a result of conditions

undetermined at a given date.

� 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 operation or a group of related services within a functional area.

� 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 and the Airport Fund.

� ESTIMATED REVENUE - The amount of revenue expected to accrue or to be

collected during a fiscal year.

280 Appendix

Glossary

� 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.

� 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.

Glossary

Appendix 281

� 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.

� 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.

� 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.

282 Appendix

Glossary

� 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 time frame.

� 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 services 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 presentation, by function, of programs and

services provided to clients or other county departments.

� 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.

Glossary

Appendix 283

� 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.

� REAL PROPERTY TRANSFER TAX (RPTT) - 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 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.

284 Appendix

Glossary

� 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 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. 45.50 cents

per $100 of taxable real property in the unincorporated areas).

INDEX

A

Acronyms � A - 275-276

Administration (Dept.) � OB - 95-109

Appendix � A - 255-287

Assessment � OB - 141-142

B

Bonded Debt Accomplishments � PI - 41

Bonded Debt Objectives � PI - 41

Bonded Debt Policies � PI - 40

Bond Ratings � OB - 177

Budget Cycle Description � RG - 17-18

Budget Per Capita � RG - 27

Budget Presentation Explanation � RG - 19-21

Budgetary Accomplishments � PI - 39

Budgetary Objectives � PI - 38

Budgetary Policies � PI - 37

Budgetary Profiles Overview � BP - 49

C

Capital Budget Highlights � TL - x-xiii

Capital Budget � CBS - 189-254

Capital Budget Department Profiles � CBS - 206-254

Administration � CBS - 250-252

Community Services � CBS - 242-246

Executive Office � CBS - 253-254

Police �CBS - 247-249

Special Services � CBS - 206-241

Sewer & Stormwater � CBS - 207-221

Facilities/Equip. � CBS - 222-230

Parks � CBS - 231-241

Capital Budget Develop. Impact Fees � CBS - 194

Capital Budget Expenditures-6 Yrs. � CBS - 205

Capital Budget Financing � CBS - 193

Capital Budget Funding Summary � CBS - 201-202

Capital Budget Overview � CBS - 190-191

Capital Budget Planning Process � CBS - 197-200

Capital Budget & Program Policy � CBS - 192

Capital Budget & Program Summary � CBS - 203-204

Central Services � OB - 101

Clerk of the Peace � OB - 118-119

Code Enforcement/Community Governing� OB - 145-146

Community Develop. & Housing � OB -156-158

Community Profile � RG - 8

Community Resources � OB - 151-152

Community Services (Department) � OB - 149-159

Community Services (Admin.) � OB - 150

Compar. Summary of Sources & Uses � OB - 69

Contingencies (Non-depart.) � OB - 188

County Council � OB - 87-88

County Executive � OB - 91-92

Cultural & Ethnic Harmony � PI - 34

Customer Information & Assistance � OB - 145-146

D

Debt Margin � OB - 177

Debt Performance Measures � OB -178-179

Debt Service � OB - 177-186

Debt Service % Operating Budget � 178

Debt Service Requirements (All Funds) � OB -183

Debt Service Authorizations � OB - 186

Debt Service Reqmnts. (Sewer Fund) OB - 185

Debt Service Reqmnts. (General Fund) � OB - 184

Departmental Highlights � OB - 87-188

E

Emergency Services � OB -170-173

Employee Policy Initiatives � PI - 36

Employee Services � OB - 106-107

Engineering � OB - 128-129

Expenditure & Appropriation Uses � BP - 65

Appendix 285

Key to Abbreviations

A = Appendix

BP = Budgetary Profiles

CBS = Capital Budget Summary

OB = Operating Budget Summary

PI = Policy Initiatives

RG = Reader’s Guide

TC = Table of Contents

TL = Transmittal Letter

INDEX

286 Appendix

F

Facilities Maintenance � OB - 126-127

Finance Office � OB - 102-105

Financial Comparative Schedules � BP - 57-61

Financial Conditions - All Funds � BP - 54

Financial Enterprise Funds � BP - 56

Financial Government Funds � BP - 55

Fleet Operations � OB - 125-126

Full-Time Positions � RG - 14; � A - 257-274

Fund Comparison by Department � BP - 53

Fund Percentage Chart � BP - 50

Fund Sources -� BP - 51

Fund Uses � BP - 52

Funding Summaries � OB - 71-81

G

General Insurance � OB - 187

General Obligation Bonds � OB -181-186

Glossary of Terms � A - 277-284

H

History of New Castle County � RG - 6-7

Human Resources � OB - 106-109

I

Index � A - 285-287

Information Systems � OB - 99-100

Investment & Cash ManagementAccomplishments � PI - 40

Investment & Cash ManagementObjectives � PI - 40

Investment & Cash Management Policies � PI - 39

Investment Policy Capital Funds � OB - 186

J

K

L

Land Use (Department) � OB - 137-146

Land Use (Administration) � OB - 138-139

Land Use Policy Initiatives � PI - 33

Law Office � OB- 96-97

Licensing � OB - 143-144

Libraries � OB -153-155

M

Maps

Capital Budget Selected Projects � TL - xiii

Capital Budget Park Projects � CBS - 232

Capital Budget Sewer/Stormwater

Project � CBS - 207

Governance Map � RG - 5

New Castle County � RG - 4

Regional Location � RG - 3

Mission Statement � PI - 29

N

O

Operating Budget Highlights � TL - v-viii

Operating Budget Profiles By Fund � TL - ix

Organization Chart � RG - 13

Operating Budget Combined Sched. � BP - 62-65

Operating Budget Comparative Sched. � BP - 57-61

Operating Budget Comparison by Dept. � BP - 53

Operating Budget Chg. in Fin. Position � BP - 54-56

Operating Budget by Fund (Chart) � BP - 50

Operating Budget Index � RG - 22-24

Operating Budget Summary � OB - 69-83

Operating Budget Sources of Funds � BP - 51

Operating Budget Uses of Funds � BP -52


A = Appendix








Appendix 287

INDEX

P

Pension and Benefits � OB - 107-108

Planning � OB - 139-140

Police (Department) � OB -163-174

Police Administration � OB - 164-165

Police Operations � OB - 165-168

POLICIES

Bonded Debt Policies � PI - 40-41

Budgetary Policies � PI - 37-39

Financial & Accounting Policies � PI - 41-43

Investment & Cash Mgmt. Policies � PI - 39-40

Key Financial Policies (KFP) � PI - 44-47

Other Significant Policy Initiatives � PI - 47

Position Summary � RG - 14-15

Program Summaries � OB -82-83

Property Maintenance � OB - 130-131

Property Tax Rates � RG - 25

Programmatic Policy Goals & Objectives � PI - 31-36

Prothonotary � OB - 113

Police Policy Initiatives � PI - 32

Purchasing � OB - 97-98

Q

R

Recorder of Deeds � OB - 115-116

Register in Chancery � OB - 113

Register of Wills � OB - 113-115

Reinventing NCC Government � RG - 10-12

Revenues & Funding Sources � BP - 62-64

Risk Management � OB - 109

Row Offices � OB - 113-119

S

School Crossing Guards � OB - 169

Sheriff � OB - 117-118

Special Services (Department) � OB - 123-133

Statistics � A - 255-256

T

Table of Contents � TC - i-iii

Transmittal Letter � TL - iv-xvi

U

V

Value of County Services � RG - 28

Volunteer Fire Companies (Grants) � OB - 173-174

W

Wastewater Management � PI - 34-35

Wastewater Services � OB - 132-133

X

Y

Z


A = Appendix






