City Council

CITY OF TAKOMA PARK, MARYLAND CITY COUNCIL REGULAR MEETING WEDNESDAY, MARCH 3, 2021 MINUTES Minutes adopted July 28, 2021 CALL TO ORDER/ROLL CALL Present: Mayor Stewart, Councilmember Kovar, Councilmember Dyballa, Councilmember Kostiuk, Councilmember Seamens, Councilmember Smith, Councilmember Searcy Also Present: City Manager Ludlow, Deputy City Manager Clarke, Public Works Director Braithwaite, Library Director Arnold-Robbins, City Clerk Carpenter The City Council convened at 7:30 PM on Zoom. CHANGES TO THE AGENDA / AGENDA SCHEDULING UPDATE Ms. Stewart provided an update on future agendas. A short video clip of the ribbon cutting for the Feed the Fridge program at the New Hampshire Avenue Recreation Center was presented. LEGISLATIVE UPDATE Ann Ciekot, the City’s legislative advocate, provided the update. YOUTH COUNCIL UPDATE Julia Maynard, Ward 3 Youth Council member, gave the update. Topics included the sharing of vaccine information and student resource officers in schools. PUBLIC COMMENTS Ms. Muchui commented on her concern for community members with special needs and recommended creating a committee. COUNCIL COMMENTS Mr. Seamens commented on the work of the Takoma Park Library staff in serving the public during the pandemic. Page 1 of 5 Ms. Kostiuk noted that she and others on Council would be attending the National League of Cities Conference. She is one of the Vice Chairs on the Human Development Federal Advocacy Committee. Mr. Smith noted a tenant association meeting held at Essex House. He requested that City staff contact a restaurant on Flower Avenue regarding their use of polystyrene containers. Ms. Searcy encouraged the Council and the public to inform other members of the community about the Feed the Fridge program. Ms. Dyballa reported that she is a Vice Chair of the Environment and Energy Committee of the National League of Cities and highlighted some of what is planned for the conference. She noted she sat in on a CityLab Conference this week and listed some topics discussed. Mr. Kovar gave an update on the ongoing Montgomery College construction. Ms. Stewart reported on a meeting with the new executive of the Red Cross for the region, a neighborhood meeting to discuss stormwater, and a monthly meeting with other Montgomery County mayors. She announced that on March 16 she will be on a panel at the Sustainable Maryland and Equitable Engagement in Local Government Day to talk about racial equity. Ms. Stewart also reported on a Mayors Innovation Project study on guaranteed income. CITY MANAGER COMMENTS Ms. Ludlow’s comments are attached. VOTING SESSION 1. Resolution Recognizing Retiring Library Director Ellen Arnold-Robbins Ms. Stewart read the resolution recognizing and honoring Ms. Ellen Arnold-Robbins for her 48 years of service to the Takoma Park community. The resolution was moved by Councilmember Seamens and seconded by Councilmember Dyballa. The motion carried (VOTING FOR: Stewart, Kovar, Dyballa, Kostiuk, Seamens, Smith, Searcy). Ms. Arnold-Robbins thanked the Council. Resolution 2021- 5 (attached) 2. Resolution Adopting Council Priorities The City Council selected five top goals for the upcoming fiscal year: Page 2 of 5  • Mitigate the impact of COVID-19 on the community and City operations • Hiring and onboarding a new City Manager • Ensuring a range of safe, high quality, affordable and stable housing options are equitably available throughout the community • Reviewing and reforming the City’s approach to public safety • Climate change mitigation. The resolution was moved by Councilmember Kovar and seconded by Councilmember Searcy. The motion carried (VOTING FOR: Stewart, Kovar, Dyballa, Kostiuk, Seamens, Smith, Searcy). Resolution 2021- 6 (attached) 3. Second Reading Ordinance Approving FY 2021 Budget Amendment No. 4 The second reading ordinance was moved by Councilmember Searcy and seconded by Councilmember Seamens. The motion carried (VOTING FOR: Stewart, Kovar, Dyballa, Kostiuk, Seamens, Smith, Searcy). Ordinance 2021- 8 (attached) 4. Resolution Regarding Budget Hold List Items (This item was moved to the work session for discussion) 5. Single Reading Ordinance Awarding Contract for Police Promotional Process The ordinance was moved by Councilmember Seamens and seconded by Councilmember Searcy. The motion carried (VOTING FOR: Stewart, Kovar, Dyballa, Kostiuk, Seamens, Smith, Searcy). Ordinance 2021- 9 (attached) WORK SESSION 6. Discussion of Traffic Calming Requests on Darwin Avenue and the 8000 Block of Wildwood Drive Ms. Braithwaite proposed the installation of a midblock speed hump and one or two bump outs to slow traffic. She would mark the locations to allow the neighborhood to provide feedback On Darwin Avenue, she proposed one speed hump be installed. The length of the street will not permit a second speed hump. She will mark the location in advance to allow for community feedback. Page 3 of 5 She indicated that there is funding in the budget for the work. Councilmember Kostiuk expressed interest in using traffic and speed counts to identify the need for traffic calming. 4. Resolution Regarding Budget Hold List Items (This item was moved from the work session for discussion) Ms. Ludlow recommended removing one Recreation Department supervisor position and the vegetative management position in Public Works from the hold list in order to fill them. She recommended moving forward with road resurfacing and ADA sidewalk work that had been on the hold list. The ADA sidewalk work will enable completion of the Flower Avenue Green Street project and there are other locations in the City where the ADA sidewalk work will be done as well. Council asked questions about revenue projections for the City and the cost of the positions to be taken off the hold list and costs projected into the next fiscal year. Ms. Stewart requested for a chart of all the hold items indicating any cost savings that may be incurred. Mr. Kovar recommended decreasing the amount to be released from the hold list to $400,000 – $500,000. Ms. Smith concurred with Mr. Kovar’s recommendation. Ms. Searcy recommended moving forward with the road work with the possibility of putting the work on hold in FY22 in the event the City needed additional funds in the first quarter due to the COVID pandemic. She said that it would also allow for time to see what the federal government decides in regards to funding. Mr. Seamens supported moving forward with the release of funds for the road work and ADA sidewalks. Ms. Kostiuk was in support of moving forward with the road and ADA sidewalk work. Ms. Stewart supported filling in the Recreation and Public Works positions. She requested additional information on the ADA sidewalk work. 1. Continued Conversation on Committees – Purpose and Charges of Committees Ms. Dyballa, Ms. Searcy and Ms. Kostiuk gave a PowerPoint presentation. Ms. Stewart suggested some revisions to the language on the committee criteria. 2. Update on City Manager Search Page 4 of 5 Ms. Stewart gave a brief update on the City Manager search noting that the survey was still available and provided approximate interview dates. ADJOURNMENT The City Council adjourned for the evening at 10:15 p.m. Page 5 of 5  City of Takoma Park City Manager Comments Report of March 3, 2021 COVID-19 Related Information Vaccine distribution is the hot topic right now. We are excited that the Johnson and Johnson single-dose vaccine is now available! It was tested at a later date than the Pfizer and Moderna vaccines and is very effective on the more contagious variants that have developed. All three vaccines will keep a person from being very sick with COVID-19. If you haven’t been vaccinated yet, take the first one you can get. It’s the way to help our community get back to normal, have schools and businesses open safely, and free up hospital space for those with other diseases and injuries. The vaccines are safe and have very few side effects. I received my first vaccine shot last Saturday at the M&T Bank Stadium in Baltimore. Afterwards, my relieved son commented, “Now you literally won’t die from COVID.” Refer to both the Maryland Vaccine Website and the Montgomery County Vaccine Information page to learn more and to pre-register if you are in a category that can do so. You can also call 240-777-2982 to pre-register with the County. There are also phone numbers on the State site that can be easier to use than the online registration sites. COVID-19 testing in Takoma Park Even though all of the attention is on vaccinations right now, it is still important to have regular COVID-19 testing. Without regular testing, we won’t know if there are increases in COVID-19 cases until people need to come to a doctor’s office or hospital. Free, no appointment COVID- 19 testing is being held on Saturdays at the Takoma Park Recreation Center, 7315 New Hampshire Avenue from 10 am to 5 pm. For this and other testing options, please see the information here: Montgomery County Testing Sites. Update on COVID-19 Response Each week, the City’s COVID-19 Dashboard is updated. The most recent one is here: COVID 19 Dashboard March is Budget Preparation Month! All members of the City of Takoma Park Senior Leadership Team and the Finance Department are spending long hours preparing the Proposed FY22 Budget. We are taking the comments of Councilmembers and residents to heart in trying to have budget proposals and a budget document that is easy to understand and meets the Priorities of the City Council. Other work doesn’t stop, though, so we are extremely busy. Suzanne R. Ludlow, AICP, CPM | Takoma Park City Manager | SuzanneL@takomaparkmd.gov 7500 Maple Avenue Takoma Park, MD 20912 | 301-891-7229 Introduced by: Councilmember Seamens RESOLUTION 2021-5 RESOLUTION HONORING ELLEN ARNOLD-ROBBINS UPON HER RETIREMENT AS LIBRARY DIRECTOR WHEREAS, Ellen Arnold-Robbins retired on March 1, 2021 after 48 years of working at the Takoma Park Maryland Library, including 38 years as the Library Director; and WHEREAS, during her tenure as Takoma Park Maryland Library Director, the Library greatly increased both the number of patrons and the circulation of books and other materials; and WHEREAS, mirroring the City of Takoma Park’s pride in being a diverse community, Ellen Arnold-Robbins built a Library collection filled with books and other materials in which diverse voices are amplified and play an important role; and WHEREAS, under the direction of Library Director Ellen Arnold-Robbins, the Takoma Park Maryland Library has been a champion of intellectual freedom, including celebrating Banned Books Week each year, and also initiating a Banned Books Club for kids, for which the Library won the American Library Association’s prestigious John Phillip Immroth Award, given for contributions to intellectual freedom; WHEREAS, Ellen Arnold-Robbins led, with staff assistance, the Library’s automation, including the switch to a computerized catalog, the creation of our Library web page, the introduction of public computers, and the establishment of the Library’s Computer Learning Center; and WHEREAS, over the past two decades, the Library has become known for having the area’s best library collection of graphic novels for kids and adults, curated by Library Associate Dave Burbank under the supervision of Ellen Arnold-Robbins; and WHEREAS, with assistance from then-Children’s Librarian Anne Schwartz Delibert, Ellen Arnold-Robbins oversaw the start of public programs at the Library for two-year- olds when such programs for young children were still a novelty in the library world; since then the Library has added programs for both babies and one-year- olds in which the crucial importance of early literacy is spotlighted and modeled for parents and caregivers; and WHEREAS, in conjunction with Library patrons, Ellen Arnold-Robbins shepherded the reincarnation of the Friends of the Takoma Park Library, now a flourishing organization with deep roots in the Takoma Park community and a mission to illuminate the importance of books and reading; and WHEREAS, with help from Andy Cincotta, Patti Mallin and Tom Roberts, Ellen Arnold- Robbins aided in the creation of the Friends of the Takoma Park Maryland Library’s twice-annual fund-raising book sales, which have been hugely popular with local book lovers and have allowed the Library to offer many special programs such as Spanish Circle Time, French Circle Time and the SummerQuest and WinterQuest reading programs; and WHEREAS, the Friends of the Takoma Park Maryland Library’s highly-successful book clubs for adults, spearheaded by Merrill Leffler and continued by Phil Schewe and Tim Rahn, were promoted by Library Director Ellen Arnold-Robbins; and WHEREAS, Ellen Arnold-Robbins supported her staff’s national and regional leadership roles, such as Children and Young Adult Librarian Karen MacPherson’s participation in the Caldecott Awards program and in writing about children’s resources for the Washington Post; and WHEREAS, as Library Director, Ellen Arnold-Robbins played a pioneering role, deftly utilizing the Library’s status as one of the few independent municipal libraries in Maryland, to offer unique programs to the Takoma Park community, including the annual programs led by noted storyteller Candace Wolf, Tomas “Eaglebear” Shash, and the Foggy Bottom Morris Men; the Favorite Poem Evening, and the Takoma Park Film Festival, as well as one-of-a-kind programs such as the evening of original dance in the Library – featuring Library staff as well as others – choreographed by the Liz Lerman Dance Exchange; and WHEREAS, under the guidance of Ellen Arnold-Robbins, the Library joined in a successful partnership with Politics and Prose Bookstore in 2013 that has brought numerous programs to the Takoma Park community featuring illustrious children’s authors and illustrators; and WHEREAS, when the Library building was forced to close on March 13, 2020 because of the pandemic, Library staff, led by Ellen Arnold-Robbins, established the “Books to Go” curbside pickup service, through which more than 15,000 books and other materials have been checked out by patrons in the first eight months of the program; and WHEREAS, in the decades she served as director, Ellen Arnold-Robbins truly shaped the Takoma Park Maryland Library into the beloved and dynamic community treasure and hub it is today. NOW, THEREFORE, BE IT RESOLVED that the Council of the City of Takoma Park gratefully acknowledges, and extends deep thanks for, the unwavering service and commitment of Ellen Arnold-Robbins in her 38 years as director of the Takoma Park Maryland Library. Adopted this 3rd day of March, 2021. Introduced by: Councilmember Kovar CITY OF TAKOMA PARK, MARYLAND RESOLUTION 2021-6 ADOPTING THE COUNCIL PRIORITIES WHEREAS, the Takoma Park City Council is charged with setting policy, approving the budget and pursuing legislative changes in the best interests of the Takoma Park community; and WHEREAS, the Council holds an annual “Council Retreat” in advance of the budget preparation process to discuss its policy and budget priorities for the upcoming fiscal year and beyond; and WHEREAS, this year’s retreat took place on January 16; and WHEREAS, the Council further discussed its priorities at Council meetings on January 27, February 3, 10, 17, and 24; and WHEREAS, the Council priorities which are established inform the development of the City Manager’s recommended budget and, more generally, indicate the strategic direction the Council intends to move the City during its term; and WHEREAS, the Council reviewed and made changes to its 2020 priorities document to reflect updated goals, strategies, and outcomes; and WHEREAS, the Council has indicated which of these priorities should be focused on in the upcoming fiscal year (Fiscal Year 2022); and WHEREAS, these prioritized areas include: 1) Mitigate the impact of COVID-19 on the community and City operations  Reopen city functions using a phased approach to ensure a safe, deliberate return to normal operations; prepare a reopening plan that supports long- term financial resiliency and employee well-being, and incorporates lessons learned from the health crisis response.  Ensure residents have access to the emergency assistance they need to recover from the impacts of the COVID-19 pandemic.  Support our small businesses in weathering the economic downturn due to the pandemic so that they recover and thrive in the future. 2) Hire and onboard a new City Manager 3) Ensure that a range of safe, high quality, affordable and stable housing options are equitably available in neighborhoods throughout the community.  4) Review and reform City’s approach to public safety to ensure racial justice and work toward a safer, more livable community for all residents. 5) Climate Change Mitigation: Work towards net-zero greenhouse gas emissions by 2035; and WHEREAS, the Council can revisit the priorities document as it deems necessary to make changes or adjustments; and WHEREAS, the Council acknowledges that there are a number of major projects, initiatives, and ongoing activities which will take Council and staff time to complete, in addition to the above priorities, and which are identified in the priorities document; and WHEREAS, many of the priorities and goals described in the Council priorities document will endure beyond calendar year 2021 and Fiscal Year 2022, though strategies described in this resolution may change more quickly based on opportunities that may arise to achieve those goals, and WHEREAS, the Council may take action on issues not listed in the priorities document based on urgent or exigent circumstances. NOW, THEREFORE, BE IT RESOLVED THAT the Council of the City of Takoma Park formally adopts the Council Priorities attached hereto and incorporated by reference. ADOPTED BY THE COUNCIL OF THE CITY OF TAKOMA PARK, MARYLAND, THIS 3RD DAY OF MARCH, 2021. Attest: Jessie Carpenter, CMC City Clerk  2021-2022 City Council Priorities Adopted by Resolution 2021-6 1. Mitigate the Impact of COVID-19 on the Community and City Operations  Reopen City functions using a phased approach to ensure a safe, deliberate return to normal operations; prepare a reopening plan that supports long-term financial resiliency and employee well-being, and incorporates lessons learned from the health crisis response.  Ensure residents have access to the emergency assistance they need to recover from the impacts of the COVID-19 pandemic.  Support our small businesses in weathering the economic downturn due to the pandemic so that they recover and thrive in the future. 2. A Livable Community for All  Ensure that a range of safe, high quality, affordable, and stable housing options are equitably available in neighborhoods throughout the community.  Identify the need for and explore the development of programs to address food insecurity in the community.  Identify programming needs in the community and develop approaches to meet those needs, emphasizing youth, families, seniors, and residents who tend to face barriers to opportunities such as Black, Indigenous, and people of color, those with unsustainable lower-paying jobs, immigrants, and people with developmental disabilities.  Defend our status as a Sanctuary City and maintain our commitment to being a welcoming and inclusive community for all residents.  Improve transportation planning and outreach to create a safer and more racially equitable community for all residents, including pedestrians, bicyclists, and vehicle occupants.  Further the City’s racial equity work. 3. Fiscally Sustainable Government  Explore and advocate at county and state levels for expanded funding flexibility for municipalities beyond property taxes and continue to advocate for long-term solutions to tax duplication.  Explore ways to provide property tax adjustments to residents in need, advocate at county and state levels for changes in property taxes to assist residents in need, and work for a more equitable property tax assessment system.  Continue to build on improvements in the budget process, presentation of budget information, and communication to residents.  Adopt sustainable investment and banking policy and practices.  Maintain adequate reserves in the various City reserve funds for long-term fiscal sustainability. 4. Environmentally Sustainable Community  Climate Change Mitigation: Work towards net-zero greenhouse gas emissions by 2035.  Climate Change Resilience: Improve our ability to adapt and be resilient to climate change.  Manage Our Community’s Natural Resources Sustainably: Protect, maintain, and improve the health of our urban forest, natural resources, and water quality, with an emphasis on equity. 5. Engaged, Responsive, Service-Oriented Government  Hire and onboard a new City Manager.  Improve City communications with residents and adopt innovative, culturally appropriate initiatives to improve public engagement and collaboration with residents, particularly with residents who may face barriers to participating in municipal government activities and community affairs.  Improve policies and processes to enhance resident interaction with the City government, including requests for government services, complaint systems, and code enforcement.  Put in place improvements and review the overall structure and purpose of existing Council-appointed committees.  Review and reform the City’s approach to public safety to ensure racial justice and work toward a safer, more livable community for all residents.  Improve service delivery and reduce administrative burden by updating internal policies, IT infrastructure, and software. 6. Community Development for an Improved & Equitable Quality of Life  Plan and prepare for development in the City and region while maintaining the special character and economic and racial diversity of Takoma Park.  Redevelop the Takoma Park Recreation Center.  Priorities, Goals and Strategies 1. Mitigate the Impact of COVID-19 on the Community and City Operations Goal: Reopen City functions using a phased approach to ensure a safe, deliberate return to normal operations; prepare a reopening plan that supports long-term financial resiliency and employee well-being, and incorporates lessons learned from the health crisis response. Strategies: ▪ Analyze and plan for potential budgetary impacts of COVID-19 on City finances now and in the future. ▪ Encourage permanent changes in City functions, such as hybrid Zoom and in-person meetings that are practical beyond the crisis period. Desired Outcome: ▪ Continuity of operations through all crisis phases, improved operations in compliance with safety protocols, and workforce resiliency. Goal: Ensure residents have access to emergency assistance they need to recover from the impacts of the COVID-19 pandemic. Strategies: ▪ Allocate COVID- 19 Relief Funds to programs that ensure residents have access to emergency assistance they need in terms of food, housing, health care, childcare and other needs. ▪ Explore how best to address housing needs due to the impact of COVID-19, with a focus on residents who may face evictions or foreclosures, landlords, and condo communities. ▪ Support residents unemployed due to the pandemic to obtain new employment through emergency workforce development programs and technical assistance. ▪ Coordinate with state, county, and nonprofit stakeholders to encourage the availability of COVID-19 testing and vaccination locations in the City for residents to access. ▪ Coordinate with local nonprofits and community groups providing emergency food distributions to residents in the City. Desired Outcome: Residents have access to the services and programs they need to stay healthy, in their homes, and working during the pandemic. Goal: Support our small businesses in weathering the economic downturn due to the pandemic so that they recover and thrive in the future  Strategies: ▪ Provide financial assistance through the COVID-19 Relief Fund to support small businesses experiencing financial hardship due to the pandemic. ▪ Offer technical assistance to businesses to ensure that they are able to maintain the health and safety of their employees and patrons during the pandemic. ▪ Coordinate with state, county, and nonprofit stakeholders to encourage the availability of COVID-19 testing and vaccinations for frontline and essential workers in the City. Desired Outcome: Businesses have access to the services and programs they need to stay in business to ensure the health and safety of their employees and patrons. 2. A Livable Community for All Goal: Ensure that a range of safe, high quality, affordable, and stable housing options are equitably available in neighborhoods throughout the community. Strategies:  Implement the Housing and Economic Development Strategic Plan. Specifically: o Continue to build partnerships with nonprofits, foundations, financial institutions, Montgomery County, the State of Maryland, and other outside entities to expand affordable housing options in the City. o Explore the needs of and create programs to assist common ownership communities. o Revise sections of the Housing Code, including sections on rent stabilization. o Review and make changes to the HomeStretch Downpayment Assistance Program aimed at expanding eligibility. o Develop a formal policy and criteria regarding the Payment in Lieu of Taxes program (PILOTs). o Continue collaboration and coordination of the City’s housing and sustainability staff on key projects to meet Council goals.  Review staffing levels necessary to implement the Housing and Economic Development Strategic Plan, and examine ways to leverage cross-departmental collaboration among housing and sustainability staff to meet Council housing and sustainability goals. Desired Outcome: Meet the current and future housing needs of the community to ensure affordable housing options for residents of varying income levels and of all races and ethnicities. Improved living conditions for renters. Goal: Identify the need for and explore the development of programs to address food insecurity in the community.  Strategy: Identify advocates, nonprofits, and community groups that provide food to residents and convene partners, such as the iSchool/iConsultancy team at the University of MD, to explore ways to address food insecurity in the City. Desired Outcome: Identify and explore the feasibility of programs and systems to address ongoing food insecurity in the community. Goal: Identify programming needs in the community and develop approaches to meet those needs, emphasizing youth, families, seniors, and residents who tend to face barriers to opportunities such as Black, Indigenous, and people of color, those with unsustainable lower- paying jobs, immigrants, and people with developmental disabilities. Strategies: ▪ Utilize resident survey, staff and committee reports, program attendance, racial equity assessment tools, and other evaluative resources to determine where there may be existing gaps in program offerings and develop programs to close identified gaps. ▪ Improve equitable access to programming and services using innovative strategies and technology, such as exploring ways to fill gaps in access to technology and library services, to reach residents, including residents of color and renters, who rarely engage with the City. ▪ Explore establishing a pilot Community Ambassador or Navigator system to help assess residents’ needs and to help develop updated and improved systems to connect residents to services. Desired Outcome: Expanded and/or improved programming or partnerships tailored to residents who need them the most or who currently face barriers to access. Goal: Defend our status as a Sanctuary City and maintain our commitment to being a welcoming and inclusive community for all residents. Strategies: ▪ Continue advocacy efforts focused on immigrant rights and needs, including connecting those in need of assistance to appropriate area organizations. ▪ Explore new ways to share information with and provide services to immigrant and refugee communities through improved community outreach and engagement processes, including through translation and Community Ambassadors structures. ▪ Continue efforts to lobby at state level for legislation supporting and protecting immigrants and refugees. Desired Outcome: Remain a welcoming and strong Sanctuary City and grow access to programming and information to meet the needs of immigrants and refugees. Goal: Improve transportation planning and outreach to create a safer and more racially equitable community for all residents, including pedestrians, bicyclists, and vehicle occupants. Strategies: ▪ Explore adopting a Vision Zero initiative; examine potential components such as education/outreach, policy changes, and infrastructure improvements; and continue to revise processes for traffic calming and sidewalk requests. ▪ Advocate for transportation improvements that impact Takoma Park residents through regional collaboration and coordinated efforts, including on Purple Line, safety, and transit access. Desired Outcome: Improved traffic safety resulting in eliminating serious vehicle, pedestrian, and bike collisions; improved comprehensive transportation planning throughout the City with a data-driven approach that takes into consideration impacts throughout the City; and racially equitable transportation system and outcomes. Goal: Further the City’s racial equity work. Strategies: ▪ Build on the work underway to address racial equity issues, including how we organize, institutionalize, and operationalize the racial equity framework; explore possible task force on racial equity. ▪ Evaluate how the City is processing and responding to requests and complaints so that they are done in an equitable way across the City. ▪ Continue to provide racial equity training to members of the City Council, staff, and Council-appointed Committees and other residents. Desired Outcome: Continued progress toward a more racially equitable community and government. Major Projects, Initiatives, and Ongoing Activities ▪ Public-Land and Open Space Management Plan – finalization and implementation of the plan ▪ Cultural Plan – continued implementation of 2018 Plan 3. Fiscally Sustainable Government Goal: Explore and advocate at county and state levels for expanded funding flexibility for municipalities beyond property taxes and continue to advocate for long-term solutions to tax duplication. Strategies: ▪ Continue efforts to more fully address county tax duplication issues.  ▪ Increase advocacy and lobbying activities. Desired Outcome: A more diverse set of revenue sources for the City. Goal: Explore ways to provide property tax adjustments to residents in need, advocate at county and state levels for changes in property taxes to assist residents in need, and work for a more equitable property tax assessment system. Strategies: ▪ Explore City property tax credits, deferrals, and other options for residents in need and advocate for such options at the county level ▪ Continue to examine and advocate for changes to the property assessment process to ensure an equitable approach. ▪ Promote economic development to increase the tax base, consistent with the Housing and Economic Development Strategic Plan. Desired Outcome: A sustainable and equitable property tax process and system. Goal: Continue to build on improvements in the budget process, presentation of budget information, and communication to residents. Strategy: Consider, in the current budget cycle and in future years, innovative budget processes to identify ways to present summary as well as detailed budget information and continue to provide opportunities for resident feedback with an emphasis on equitable access and outreach. Desired Outcomes: Continued work toward greater clarity and transparency in the budget process and increased resident understanding of the City budget. Goal: Adopt sustainable investment and banking policy and practices. Strategy: Identify and work with consultant to determine potential next steps in adopting sustainable investment and banking policies and practices, taking into account the concerns raised by the Nuclear Free Committee about Truist Bank and considering required City staff resources and financial cost to implement. Desired Outcome: Work to align the City’s banking and investments with the community’s social responsibility values. Goal: Maintain adequate reserves in the various City reserve funds for long-term fiscal sustainability. Strategy: Similar to having a City policy on the appropriate level of unassigned reserves that should be maintained, establish policies for the appropriate level of reserves in the  Equipment Replacement Reserve, Facilities Maintenance Reserve, and other reserves, as well as consider establishing new reserves where needed for new programming and long- term financial planning. Desired Outcome: Fiscal sustainability for key services. 4. Environmentally Sustainable Community Goal: Climate Change Mitigation: Work towards net-zero greenhouse gas emissions by 2035. Strategies: ▪ Prioritize and accelerate policies and programs that implement the 2020 Climate Emergency Response Framework strategies for buildings, transportation, renewable energy, and a fossil fuel-free community. ▪ Continue and expand City sustainability programs with emphasis on equity issues. ▪ Coordinate and advocate for climate change mitigation resiliency and sustainability with county, state, region and federal governments. ▪ Integrate City climate goals and strategies with other City policies and programs, such as urban forest, housing, economic development, and Vision Zero transportation goals. Desired Outcome: Progress toward City’s climate mitigation and resiliency goals; more sustainable City operations. Goal: Climate Change Resilience: Improve our ability to adapt and be resilient to climate change. Strategies: ▪ Consider ways to address increased stormwater in the City and its impacts, including incentives, stormwater permitting, and green infrastructure. ▪ Explore ways to address and mitigate stormwater impacts on private properties. ▪ Implement new stormwater management fee structure. Desired Outcome: Improved stormwater management for both the public space and stormwater flows on and between private properties. Goal: Manage our Community’s Natural Resources Sustainably: Protect, maintain, and improve the health of our urban forest, natural resources, and water quality, with an emphasis on equity.  Strategies: ▪ Incorporate the overarching goals and priorities of no net loss, increased biodiversity, and equity adopted in 2020 into the City’s urban forest management program. ▪ Adopt the multi-year urban forest management plan. ▪ Begin a pilot project for collaborative planting of trees in select neighborhoods, with the aim of helping to address inequities in tree distribution within the City. Outcome: No net loss of urban forest canopy citywide, more equitably distributed tree canopy over time, increased biodiversity, and improved maintenance of mature trees citywide. Major projects, initiatives and ongoing activities: ▪ Enforcement, education, and outreach related to City codes in such areas as recycling; plastic bag ban; snow clearing. Cooperation with county and state where applicable. ▪ Climate Action Framework strategy development and implementation ▪ City sustainability programs and initiatives ▪ Implement additional Sustainable Maryland Certified goals ▪ Implement urban forest program and revised tree ordinance provisions ▪ Green stormwater management projects to meet State and Federal mandates for 2025 5. Engaged, Responsive, Service-Oriented Government Goal: Hire and onboard a new City Manager. Strategies: ▪ Conduct a successful search with community input and the assistance of a consultant. ▪ Successfully onboard the new City Manager and work together to develop further plans and priorities, including adjusting to post-COVID near-term realities and working toward community-identified visions of the future. Desired Outcome: The hiring of an excellent City Manager who can effectively manage the day to day operations of the City government and implement the policy directions of the City Council. Goal: Improve City communications with residents and adopt innovative, culturally appropriate initiatives to improve public engagement and collaboration with residents, particularly with residents who may face barriers to participating in municipal government activities and community affairs.  Strategies:  Improve the City’s current communications tools including the City website and social media tools to increase public engagement and more easily and effectively share information.  Review lessons learned from recent community engagement efforts and investigate new ways to enhance and put in place new initiatives to improve public input, engagement, and collaboration.  Investigate ways to improve accessibility of community meetings especially for residents whose dominant language is not English, those who are deaf, and others who may face barriers to engagement with the City government. Desired Outcome: Facilitate and enhance involvement, trust, and collaboration among residents and City government. Goal: Improve policies and processes to enhance resident interaction with the City government, including requests for government services, complaint systems, and code enforcement. Strategies:  Review process for traffic calming; sidewalk requests, repair and maintenance; residential/commercial boundary conflicts over noise, lights, etc.; the impact of utility work on neighborhoods; and review of Neighborhood Services citation procedures.  Review recommendations from the Complete Safe Streets Committee and implement appropriate improvements.  Update the sign ordinance and other City ordinances as needed. Desired Outcome: Improved and more equitable policies and processes related to City services, such as traffic calming, sidewalk requests, maintenance and repair, and other City services. Goal: Put in place improvements and review overall structure and purpose of existing Council- appointed committees. Strategy: Continue to evaluate and put in place ways to improve appointment processes and establish a common committee structure to increase efficiency and effectiveness; attract new members so that committees more closely reflect the diversity of the community; and explore innovative methods to engage and collaborate with residents who may face barriers to participating. Desired Outcome: Enabling diverse, engaged, productive, and rewarding resident involvement and collaboration with City government. Goal: Review and reform the City’s approach to public safety to ensure racial justice and work toward a safer, more livable community for all residents.  Strategy: Review, explore, and put in place appropriate changes recommended by the Reimagining Public Safety Task Force. Desired Outcome: A more equitable and just approach to public safety that meets the needs of residents. Goal: Improve service delivery and reduce administrative burden by updating internal policies, IT infrastructure and software. Strategy: Assess resources required to update the City’s systems. Support the purchase of tools to facilitate cross-departmental collaboration. Desired Outcome: Reduction in time spent on manual, inefficient processes to improve service delivery and allow staff to find greater bandwidth to innovate towards and advance Council priorities. Major projects, initiatives and ongoing activities: ▪ Redistricting ▪ Elections ▪ Council Compensation 6. Community Development for an Improved & Equitable Quality of Life Goal: Plan and prepare for development in the City and region while maintaining the special character and economic and racial diversity of Takoma Park. Strategies: ▪ Implement the Housing and Economic Development Strategic Plan. Specifically: o Provide support for small businesses especially those impacted by Purple Line construction. o Increase workforce development programs and assistance. o Explore options for providing support services, including through direct assistance and partnerships, for businesses located outside the areas covered by existing business associations. o Attract new businesses to Takoma Park and facilitate the growth of existing businesses, particularly those that help meet workforce development and local ownership goals. Desired Outcome: Implementation of the Strategic Plan, prepare and plan for development activity, and support local businesses and workers. Goal: Redevelop the Takoma Park Recreation Center.  Strategy: Develop a shared vision for the Recreation Center using an evidence-based approach and improve community engagement around the City’s recreational needs and the future Recreation Center. Desired Outcome: Leverage both public and private stakeholders to accomplish the goal of developing the Recreation Center that meets the City’s need for recreation services and affordable housing. Major projects, initiatives and ongoing activities: ▪ Library Renovation ▪ Takoma Junction Development ▪ Purple Line Construction ▪ Economic development along New Hampshire Ave ▪ Washington Adventist Hospital Campus ▪ Montgomery College Math Science Building construction ▪ Continue to advocate for renovations at Piney Branch Elementary School and increased public school facilities in the City or nearby ▪ Review selected county policies that support City housing, equity and sustainability goals as they are proposed Introduced by: Councilmember Seamens First Reading: February 24, 2021 Second Reading: March 3, 2021 Effective Date: March 3, 2021 CITY OF TAKOMA PARK, MARYLAND ORDINANCE NO. 2021-8 FY 2021 BUDGET AMENDMENT NO. 4 WHEREAS, the Fiscal Year (FY) 2021 budget was adopted by the City Council on May 20, 2020 and; WHEREAS, since this date, information has been received that requires amendments to the FY 2021 budget; and WHEREAS, the budget for the revenue of CARES Act is increased $279,499.65 due to the receipt of reimbursement from the Montgomery County; and WHEREAS, the budget for the revenue of Classes is decreased $50,500 due to the program cancellation during the Covid pandemic; and WHEREAS, the budget for the revenue of Sports is decreased $73,200 due to the program cancellation during the Covid pandemic; and WHEREAS, the budget for the revenue of Community Center Programs is decreased $14,300 due to the program cancellation during the Covid pandemic; and WHEREAS, the budget for the revenue of Special Programs is decreased $1,260 due to the program cancellation during the Covid pandemic; and WHEREAS, the budget for the revenue of Summer Camps is decreased $32,321 due to the program cancellation during the Covid pandemic; and WHEREAS, the budget for the revenue of Afterschool Programs is decreased $69,112.60 due to the program cancellation during the Covid pandemic; and WHEREAS, the budget for the revenue of Cancellation Fees is decreased $1,000 due to the Classes cancellation during the Covid pandemic; and WHEREAS, the budget for the revenue of Facility Rental is decreased $18,000 due to the rental services cancellation during the Covid pandemic; and WHEREAS, the budget for the revenue of TL Recreation Membership is decreased $3,500 due to the membership fees cancellation during the Covid pandemic; and 1 WHEREAS, the budget for the revenue of TL Facility Rental is decreased $3,000 due to the cancellation of Facility Rentals during the Covid pandemic; and WHEREAS, the budget for the revenue of TL Programs is decreased $48,850 due to the TL program cancellation during the Covid pandemic; and WHEREAS, the budget for City Attorney fees is increased $125,000 to provide fee expenditure for the third and fourth quarter in FY 21; and WHEREAS, the budget for Equipment Replacement Expenditure is reduced $8,360 due to the negotiated savings with the Library vendor-Userful LLC; and WHEREAS, the budget for Speed Camera Fines is reduced $250,000 due to the traffic slowdown during the Purple Line construction and Covid pandemic; and WHEREAS, the budget for Speed Camera Capital Expenditures is reduced $34,000 due to the postponement of several purchases due to the Covid pandemic; and WHEREAS, due to the financial impacts of the pandemic, the City Council wishes to provide support to households with limited funds wishing to participate in childcare programs for the remainder of FY21 and into FY22. NOW, THEREFORE, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF TAKOMA PARK, MARYLAND THAT: SECTION 1. The Fiscal Year 2021 Budget is amended as follows: General Fund - Revenues 1. Increase $279,499.65 to account 0001-33030, CARES Act Revenue, due to the reimbursement from the Montgomery County. 2. Reduce $50,500 to account 0001-34600, Classes due to the program cancellation during the pandemic. 3. Reduce $73,200 to account 0001-34610, Sports due to the program cancellation during the pandemic. 4. Reduce $14,300 to account 0001-34620, Community Center Programs due to the program cancellation during the pandemic. 5. Reduce $1,260 to account 0001-34650, Special Programs due to the program cancellation during the pandemic. 6. Reduce $32,321 to account 0001-34660, Summer Camps due to the program cancellation during the pandemic. 7. Reduce $69,112.60 to account 0001-34670, Afterschool Programs due to the program cancellation during the pandemic. 8. Reduce $1,000 to account 0001-34680, Cancellation Fees due to the program cancellation by the City during the pandemic. 2  9. Reduce $18,000 to account 0001-34690, Facility Rental due to the rental service cancellation during the pandemic. 10. Reduce $3,500 to account 0001-34720, TL Recreation Membership due to the cancellation of membership fees during the pandemic. 11. Reduce $3,000 to account 0001-34730, TL Facility Rental due to rental service cancellation during the pandemic. 12. Reduce $48,850 to account 0001-34740, TL Programs due to the program cancellation during the pandemic. General Fund – Expenditures 1. Appropriate $125,000 to account 1140-61021, City Attorney, to provide funding expenditure for city attorney fees in the 3rd and 4th quarter of the fiscal year. 2. Reduce $8,360 to account 9100-80003, Equipment Replacement Expenditures, due to the negotiated savings from a Library vendor-Userful LLC. Speed Camera Fund – Revenues 1. Reduce $250,000 to account 0060-35210, Speed Camera Fines, due to the traffic slowdown during the road construction and Covid pandemic. Speed Camera Fund – Expenditures 2. Reduce $34,000 to account 0060-80001, Capital Expenditures, due to a postponement of some purchasing during the pandemic. SECTION 2. The City’s Capital Improvement Program for FY 2021 shall be amended to reflect the aforementioned changes in the General Fund budget. SECTION 3. The City Manager is authorized to prioritize participation in the City’s childcare programs by those needing scholarship support for FY21 and FY22. SECTION 4. This Ordinance shall become effective upon adoption. Adopted this 3rd day of March, 2021 by Roll Call vote as follows: AYE: Stewart, Kovar, Dyballa, Kostiuk, Seamens, Smith, Searcy NAY: None ABSTAIN: None ABSENT: None 3 Introduced by: Councilmember Seamens Single Reading Ordinance CITY OF TAKOMA PARK, MARYLAND ORDINANCE NO. 2021-9 AUTHORIZING A CONTRACT TO CONDUCT A POLICE PROMOTIONAL PROCESS WHEREAS, the Police Department will be conducting its biennial promotional process; and WHEREAS, the Police Department recommends contracting with Resource Management Associates (RMA) to independently develop and administer the promotional process; and WHEREAS, the Human Resources Department has received a quoted priced of approximately $15,000, based on a competitively bid Maryland-National Capital Park and Planning Commission contract and the needs of the City. NOW, THEREFORE, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF TAKOMA PARK, MARYLAND THAT: SECTION 1. The City Manager or her designee is authorized to enter into an agreement with Resource Management Associates for Police promotional testing. SECTION 2. This Ordinance shall become effective upon adoption. Adopted this 3rd day of March, 2021, by Roll-Call vote as follows: AYE: Stewart, Kovar, Dyballa, Kostiuk, Seamens, Smith, Searcy NAY: None ABSTAIN: None ABSENT: None