TO: City Council
FROM: Daniel Mears Assistant City Manager
SUBJECT: Budget Follow up Message #4
DATE: May 7, 2018
The following updates are provided in response to inquiries and requests made at the April 30, 2018 Budget Worksession. The same information was sent to Councilmembers via email on May 7, 2018.
1. City Council requested the Strategic Objectives as stated in item A on page 55 of the proposed budget. Attached to this correspondence please find the City’s Strategic Objectives.
2. Comparison of Bowie’s tax rates to other municipalities tax rates. Attached to this message please find a tax comparison of larger jurisdictions in Maryland. This document shows the comparison municipalities with the Personal Property Tax Rate as a yellow bar and the Real Property Tax Rate as a brown bar. You will note that similar sized municipalities of Rockville and Gaithersburg have a lower tax rate than Bowie. Each of those municipalities have a significantly larger Assessable Base.
In 2016, Bowie’s Assessable Base was 6,535,906,351 dollars, Rockville was 12,062,682,398 dollars, and Gaithersburg was 9,513,842,669 dollars. Comparing tax rates is not often an apples to apples comparison, with differences in Assessable Base, percentage of that base which is commercial properties, and differences in services provided. These three communities for example have similar populations, however the tax base is very different, making direct comparison harder.
Also attached is a list of all Prince George’s municipalities with their real and personal property tax rates in the left columns, County tax rates after the tax differential in the middle columns, and the municipality rates combined with the County tax rates after the tax differential in the right columns. The columns of rates each have a ranking of municipalities next to them. Please note that even after the proposed $0.03 real property tax increase, only Glenarden and Upper Marlboro have a lower combined property tax than the City of Bowie in the right columns. Bowie’s real property tax is higher than College Park and currently the same as Brentwood, however the City of Bowie’s tax differential offsets more than each of those municipalities.
3. City Council requested to be kept informed on Golf Course discussions. Staff has been compiling market research about golf courses in the region. Attached is a spreadsheet showing play rates and other information collected by staff from regional golf facilities. The Assistant City Manager will be meeting with Bowie Golf Management in May to keep dialogue open about the golf course and future options.
4. Under Human Resources, City Council requested Opioid and Sexual Harassment training to be specifically added to the objective. The Human Resources objectives will be updated to include these specific items.
5. Request for a compensation survey by gender as a new objective. The Human Resources objectives will be updated to include this.
6. City Council requested that staff bid services for a new insurance broker. This task will be done.
7. In Elections the City Council requested a copy of prior Elections recommendations. Attached please find information showing the prior Elections recommendations.
8. Evaluate alternatives for signature requirements for a recall. This item will be brought to the attention of the Board of Elections.
9. City Council requested further work updating the Elections section of the Code. This item will be brought to the attention of the Board of Elections.
10. Under Communications City Council requested costs of a quarterly mailed Spotlight. Attached please find information showing the history and costs of mailed communication. Communications is working on getting more specific information from printers to get more accurate cost estimates.
11. Consideration of a mailed communication as a new objective. The Communication objective can be updated to include this provided funding is added to the budget to accomplish the objective.
12. Under Economic Development, City Council requested having a dialogue with residents about economic development or consider adding an objective of developing a strategy, Council retreat, or open forums with residents. Mr. Lott has already assigned the Assistant City Manager with the task of coordinating a City Council retreat for dates toward the end of the summer/early fall to discuss economic development and related items.
13. Under Police, City Council requested the costs of adding a K9, and offered to help pursuing grants. The Police department estimates the high end initial cost of a K9 would be about $22,000 including outfitting of the vehicle and Officer.
14. City Council requested the Body Cam policies. Attached to this correspondence please find the City’s Body Cam policy.
15. City Council wanted to know where the safe schools funding approved by the State would go. It is not initially expected that any funding will go to municipalities. As the legislation is implemented and administered, the City staff will monitor the progress to see if there is opportunity or requirements for the funding to be utilized by municipalities.
16. City Council requested information on Human Trafficking efforts. The Chief of Police has directed staff to improve external information on Human Trafficking, by adding to the content on the website and social media outlet rotation.
17. City Council wanted to know if something could be done relative to legal marijuana use impact on neighbors. This item has been directed to the City Attorney to address.
Attachments:
City of Bowie Strategic Plan (2016) Tax Rate Comparison (Business Personal and Real Property) for Selected Maryland Municipalities Tax Rate Comparison for Prince George’s County Municipalities Area Golf Course Comparison Proposed Changes to Election Code – May 23, 2017 Police Department Body Camera Policy Newsletter History R-41- 16
RESOLUTION OF THE COUNCIL OF THE CITY OF BOWIE, MARYLAND ADOPTING THE CITY OF BOWIE 2016— 2019 STRATEGIC PLAN
WHEREAS, the Bowie City Council last adopted a Strategic Plan for the City in 2005; and
WHEREAS, the Council recognizes the importance of developing a framework to guide City action which a Strategic Plan can provide; and
WHEREAS, over the past seven months the City has engaged in a strategic I planning process facilitated by an outside consultant and involving residents of the community and City staff in providing input into the important issues facing the City for Council consideration in the development of a Strategic Plan; and I WHEREAS, City Council has taken that input and developed a Strategic Plan to guide the direction of the City from 2016 —2019.
NOW THEREFORE BE IT RESOLVED bY the B o wi e C itY Coun cil" that the attached Strategic Plan is formally adopted and that this plan be used to guide City action over the next four years.
INTRODUCED AND PASSED by the Council of the City of Bowie, Maryland at a meeting on July 5, 2016.
ATTEST: THE CITY OWIE, M RYLAND
J G1
Awi da Hernandez G. Frederick Robinson City Clerk Mayor CitY of Bowie 15901 Excalibur Road s 19 s ' .' gowie, Maryland 20716
e°", 1°° MaR l
MEMORANDUM
To: City Council
From: John L. Fitzwater, Acting City Manager J Subject: City of Bowie 2016- 2019 Strategic Plan — Resolution R- 41- 16
Date: lune 27, 2016
Over the past seven months the City has engaged in a strategic planning process. The purpose of going through this process was for City Council to develop a framework for City action over the next four years. The City has been working with a consultant, Christine Becker, to help define and facilitate this process.
The strategic planning process involved the following research and meetings. First, research was done by the consultant of background material regarding the City. This included a review of such documents as the American Community Survey from 2013 that provided the most recent census demographic data regarding the City and its constituents; the previous City Strategic Plan adopted in 2005; Strategic Plans adopted by City departments; the City Budget and Comprehensive Financial Report; and other relevant documents that provided background about the City and its residents.
A Staff retreat was held on February 17, 2016 to provide the opportunity for senior staff to set the stage for the strategic planning process by identifying key issues and challenges facing Bowie. Also, the monograph Good to Great in the Social Sectors by Jim Collins was used as a starting point for the discussion.
Two citizen meeting were held on Saturday morning March 12, 2016 and Thursday evening March 17, 2016 to get citizen input into this process. Forty-five citizens attended these meetings and provided input. A series of questions were asked at these meetings to stimulate citizen thinking as follows:
What do you love about Bowie? How is Bowie changing? What do you want Bowie to be like in 20 years?
What worries you? What significant issues are facing Bowie? What should Bowie stop doing? What can make Bowie better?
1. 1YOR G. Frcdcrick Rubintion lAl' OR PRO TE 1 Henri Gardncr COUNCfL Michael P. Estc e Cuurtney D. Glass Jame L. Marcus Diane 4. Polan in Isaac C. Trouth CIT1' nIANAGER Da id. L Deuts h City Hall ( 301)? 62-(,? 00 FAX( 3O1) h09- 230? TDD( 3( Il 1' fi2- ipl3 WEB««. cityofbo« ic. org 2
Also, ten strategic areas were presented to residents to see what strategic areas residents had as their highest priority and to have residents provide specific ideas as to how to achieve these strategic objectives. The ten strategic objectives presented to residents were:
Public safety services Aging infrastructure— roads, water/ sewer pipes, stormwater, sidewalks Economic development including business and retail retention, development, and
expansion
Transportation/ mobility options Growth impacts Services for the City' s aging population Parks and recreation facilities and services Long-term financial stability Environmentally engaged community/ environmental sustainability External partnerships— state/ county government, Board of Education, utilities
A citizen survey was also posted on the City' s web site. Ninety citizens responded to this survey.
Once the feedback from the citizen meetings and survey was accumulated, it was shared with City Council and used as the basis for a Council retreat on Saturday April 9, 2016 to begin crafting the Strategic Planning document. The Good to Great in the Social Sectors monograph was also used by City Council in this process. At this retreat City Council crafted the rough draft of the strategic plan. The consultant then refined this rough draft into a more finished product. City Council then met on May 31, 2016 to make final adjustments to this document.
The attached Strategic Plan establishes strategic goals in the following areas:
Goal 1: Invest in public infrastructure to ensure reliability, long term sustainability, and compliance with state and federal requirements
Goal 2: Promote economic development to expand the City' s commercial tax base
Goal 3: Continue to deliver reliable core services
Goal 4: Maintain and enhance public safety and emergency services
Goal 5: Ensure long- term financial stability to meet current and emerging community needs
Goal 6: Guide continued community growth that is compatible with Bowie' s history and values and supports a successful future 3
Under each strategic goal, outcomes were provided to better define what constituted each strategic goal. The strategic goals and outcomes will be used by City staff to guide the development of the City Budget. The City Budget will be the primary mechanism by which the strategic goals and objectives are achieved. Specific action steps will be developed by staff through the budget process to achieve these goals and objectives.
It is also important to indicate that the strategic goals and objectives were based on program areas where the City has direct control and primary responsibility for an item. Quality schools, for example are critical to the long term success of the Bowie community. However, because the County is primarily responsible for the public school system this was not included as a strategic goal of the City. However, the City Council will continue to work with Prince George' s County to monitor and influence the quality of public schools in Bowie.
Finally, throughout the development of the strategic planning process, the City was also engaged in a process to develop a sustainability plan for the City. The results of the sustainability plan will be forthcoming shortly.
Staff Recommendation
The attached Strategic Plan reflects the direction the City Council wants to take the City over the next four years. It was developed with the input of City residents as well as City staff. This document will provide guidance to City staff in preparing future budgets and in making decisions regarding the direction of the City. Staff recommends City Council adopt Resolution R- 41- 16, adopting a strategic plan for the City for 2016- 2019.
JLF/ adf
Attachments CITY OF BOWIE 2016 —2019 Strategic Plan
Preface This Strategic Plan provides a framework for City action during the next four years to ensure that Bowie continues to thrive as the strongest, most diverse, most family-friendly community in the region. It identifies six strategic goals and outcomes to be accomplished from 2016 through 2019. The plan reflects guidance provided by residents during two community input sessions and an online survey and builds on the City' s remarkable success over the past decade.
In identifying strategic goals, the Council focused on: The most pressing priorities facing the community, recognizing the need to make choices from among many challenges and opportunities to ensure long-term success and continued financial stability. Other strategic issues that were examined during the planning process, including transportation, parks and recreation facilities and services, environmental sustainability, external partnerships, and services for the city' s aging population, remain important and will be reviewed periodically as the Council carries out and updates the Strategic Plan over the next four years. Some aspects of these issues have been incorporated into the six priority goals.
Program areas over which the City has direct control and primary responsibility. For example, while the quality of public education/ public schools is very important to overall quality of life and economic growth in Bowie, education is not included as a strategic goal because the County is responsible for the public school system. The City Council will continue to work closely with the County to monitor and influence the quality of public schools in Bowie.
The Strategic Plan is intended to be a dynamic document which will be reviewed regularly to monitor progress and updated as needed to reflect changes in the community. Specific actions and investments to make progress on the goals and outcomes over the next four years will be developed each year during the annual budget process.
Mission Provide a cost-effective system of city services and facilitate economic development that enhances the quality of life within a positive and sustaining physical environment.
Values The City of Bowie is a safe, family friendly, multi-generational, diverse, inclusive, thriving community that values its 100-year history and traditions while embracing its future. As Bowie begins its next 100 years, this plan affirms the City' s commitment to: Delivering outstanding public services to all residents Working collaboratively to define and shape the City' s future Engaging residents in meaningful and productive ways Ensuring openness, transparency, and accessibility in government action Welcoming and supporting different perspectives in addressing community challenges Becoming a regional model for environmental sustainability Growing and thriving as a great, multi-generational place to live, work, do business, and play.
Strategic Goals Goal 1: Invest in public infrastructure to ensure reliability, long-term sustainability, and compliance with state and federal requirements Outcomes Water pipe assessment completed and plan in place to address identified needs Enhanced use of technology to improve performance and provide better customer service Compliance with federal and state storm water management permitting requirements Successful collaboration with State and County government on improvements to infrastructure maintained by these levels of government including but not limited to widening Route 197 Bike lanes and walking paths added to City- maintained roads where feasible
Goal 2: Promote economic development to expand the City' s commercial tax base Outcomes Increased City tax base Increased local employment opportunities Retention of current businesses A more diversified business base Significant progress on redevelopment of aging, deteriorated shopping centers
Goal 3: Continue to deliver reliable core services Outcomes Positive resident feedback and satisfaction on all core services Assessment of solid waste cost management options completed including consideration of one- day- per week refuse collection. Increased public awareness of code compliance responsibilities Expanded use of technology to deliver core services and communicate with City residents to identify changing needs Significant progress on construction of indoor sports center to expand community recreation services
Goal 4: Maintain and enhance public safety and emergency services Outcomes Increased public sense of security and community well being Improved awareness/ understanding of public safety/ crime statistics Continued positive police- community relations Updated emergency management plan in place with special attention to integration of technology to strengthen the plan Significant progress on CALEA Law Enforcement Accreditation for the Police Department Enhanced traffic and pedestrian safety
Goal 5: Ensure long-term financial stability to meet current and emerging community needs Outcomes Sustained AAA bond rating Solid, conservative annual budgets where operating expenditures do not exceed operating revenues Continued self-evaluation of all City programs to assess cost effectiveness, need, and value Successful pursuit of Federal, State and County grants and shared revenues to support strategic plan priorities
Goal 6: Guide continued community growth that is compatible with Bowie' s history and values and supports a successful future Outcomes Fiscal impact analyses completed for all new developments Increased public awareness of the City' s development review process Continued commitment to annex areas that provide beneficial growth opportunities and produce positive economic benefits Expanded housing mix to meet the needs of an aging population and make Bowie an attractive place to retire
Sustained attention to open space, green space, and parks while the City grows FY2018 Property Tax Rates – Business Personal and Real Property
College Park $0.838 $0.335
Greenbelt $1.7226 $0.8125
Hyattsville $1.15 $0.630
New Carrollton $1.66 $0.6652
Laurel $1.69 $0.71
Annapolis $1.94 $0.6449
Bladensburg $2.09 $0.740
BOWIE $1.00 $0.40
Rockville $0.805 $0.292 25 Gaithersburg $0.53 $0.262 Note: Some municipalities have additional charges, such as solid waste charges added to this rate. Source: State of Maryland Department of Assessments and Taxation 2017 City Tax Rate County Tax Rate after Tax Differential Combined City and County Rate
Real Real Rank Personal Personal Rank Real Real Rank Personal Personal Rank Real Real Rank Personal Personal Rank
Upper Marlboro 0.24 1 0.45 4 0.926 20 2.324 20 1.166 1 2.774 4 Glenarden 0.331 2 0.83 5 0.892 14 2.244 14 1.223 2 3.074 5 Bowie 0.4 4 1 7 0.86 3 2.17 3 1.26 3 3.17 6 College Park 0.335 3 0.838 6 0.968 25 2.424 25 1.303 4 3.262 7 Brentwood 0.4 5 1.75 19 0.936 22 2.348 22 1.336 5 4.098 20 Capitol Heights 0.4455 7 2.5 25 0.896 15 2.255 15 1.3415 6 4.755 26 Fairmount Heights 0.46 8 0.131 3 0.94 23 2.357 23 1.4 7 2.488 1 Berwyn Heights 0.53 11 1.352 12 0.878 10 2.211 10 1.408 8 3.563 11 Cheverly 0.54 12 1.1 8 0.871 7 2.194 7 1.411 9 3.294 8 Landover Hills 0.52 10 1.25 10 0.899 16 2.26 16 1.419 10 3.51 10 North Brentwwod 0.44 6 0.012 2 0.995 27 2.489 26 1.435 11 2.501 3 University Park 0.5718 13 2.25 24 0.873 8 2.2 8 1.4448 12 4.45 24 Seat Pleasant 0.58 14 15 27 0.878 11 2.211 11 1.458 13 17.211 27 Eagle Harbor 0.4727 9 0.0006 1 0.994 26 2.492 27 1.4667 14 2.4926 2 Hyattsville 0.63 17 1.15 9 0.861 4 2.173 4 1.491 15 3.323 9 Forest Heights 0.5835 15 1.75 20 0.927 21 2.327 21 1.5105 16 4.077 19 Riverdale Park 0.654 19 2 21 0.87 6 2.192 6 1.524 17 4.192 21 Edmonston 0.617 16 1.5 13 0.912 19 2.292 19 1.529 18 3.792 15 Laurel 0.71 21 1.69 17 0.824 1 2.084 1 1.534 19 3.774 14 Cottage City 0.65 18 1.35 11 0.902 17 2.268 17 1.552 20 3.618 12 New Carrollton 0.6652 20 1.66 16 0.888 13 2.235 13 1.5532 21 3.895 17 Bladensburg 0.74 22 2.09 23 0.882 12 2.222 12 1.622 22 4.312 22 Greenbelt 0.8125 24 1.7226 18 0.854 2 2.155 2 1.6665 23 3.8776 16 Morningside 0.74 23 2 22 0.94 24 2.358 24 1.68 24 4.358 23 District Heights 0.8175 25 1.5 14 0.875 9 2.204 9 1.6925 25 3.704 13 Mount Rainier 0.84 26 2.5 26 0.864 5 2.178 5 1.704 26 4.678 25 Colmar Manor 1.1543 27 1.65 15 0.907 18 2.279 18 2.0613 27 3.929 18
Prince Georges County 1 2.5 1 2.5 Bowie Area Golf
Weekend Weekend Weekday Weekday Individual # of Walk $ per Ride $ per Walk $ per Ride $ per Cart Membership Individual Membership Family Membership Driving Course Name Address Website Phone Public/Private Holes round round round round Rental $ Walking Riding Riding Restaurant? range?
Paint Branch Golf Course 4690 University Blvd E, College Park, MD 20740 pgparks.com (301) 935-0330 Public 18 $ 24.00 $ 35.00 $ 22.00 $ 33.00 $ 11.00 Yes Rock Creek Park Golf Course 6100 16th St NW, Washington, DC 20011 golfdc.com (202) 882-7332 Public 18 $ 25.00 $ 41.00 $ 20.00 $ 36.00 $ 16.00 Snack Bar No Gunpowder Golf Course 14300 Old Gunpowder Rd, Laurel, MD 20707 gunpowdergolfcourse.com (301) 725-4532 Public 18 $ 30.00 $ 42.00 $ 19.00 $ 31.00 $ 12.00 $ 1,600.00 $ 2,150.00 Snack Bar No Glenn Dale Golf Club 11501 Old Prospect Hill Rd, Glenn Dale, MD 20769 glenndalegolfclub.com (301) 262-1166 Semi-Private 18 $ 26.00 $ 42.00 $ 20.00 $ 36.00 $ 16.00 $ 1,750.00 $ 2,550.00 $ 3,425.00 Yes No Bowie Golf & Country Club 7420 Laurel Bowie Rd, Bowie, MD 20715 bowiegolf.com (301) 262-8141 Public 18 $ 31.00 $ 43.00 $ 22.00 $ 33.00 $ 1,200.00 $ 1,900.00 $ 2,600.00 Yes Yes Langston Golf Course & Driving Range 2600 Benning Rd NE, Washington, DC 20002 golfdc.com (202) 397-8638 Public 18 $ 32.00 $ 48.00 $ 25.00 $ 41.00 $ 16.00 Yes Yes Marlton Golf Club 9413 Midland Turn, Upper Marlboro, MD 20772 marltongolf.com (301) 856-7566 Public 18 $ 35.00 $ 49.00 $ 27.50 $ 42.50 $ 15.00 $ 1,950.00 $ 2,500.00 Yes Yes Walden Country Club 1500 Riedel Rd, Crofton, MD 21114 waldencountryclub.com (410) 721-8268 Public 18 $ 50.00 $ 37.00 $ 2,160.00 $ 2,700.00 $ 3,900.00 Yes Yes East Potomac Driving Range 972 Ohio Dr SW, Washington, DC 20024 golfdc.com (202) 554-7660 Public 18 $ 34.00 $ 50.00 $ 30.00 $ 46.00 $ 16.00 Yes Enterprise Golf Course 2802 Enterprise Rd, Mitchellville, MD 20721 pgparks.com (301) 249-2040 Public 18 $ 27.00 $ 57.00 $ 32.00 $ 49.00 $ 20.00 $ 1,695.00 $ 2,495.00 Individual Only Snack Bar Yes Cross Creek Golf Club 12800 Bay Hill Dr, Beltsville, MD 20705 crosscreekgcmd.com (301) 595-8901 Public 18 $ 40.00 $ 57.00 $ 33.00 $ 50.00 $ 17.00 $ 1,675.00 $ 2,999.00 Yes Yes Eisenhower Golf Course 1576 Generals Hwy, Crownsville, MD 21032 eisenhowergolf.com (410) 571-0973 Public 18 $ 57.00 $ 57.00 $ 32.00 $ 47.00 $ 15.00 $ 1,375.00 $1375 + $12 cart fee Yes Yes Patuxent Greens Golf Club 14415 Greenview Dr, Laurel, MD 20708 patuxentgolf.com (301) 776-5533 Semi-Private 18 $ 49.00 $ 58.00 $ 29.00 $ 45.00 $ 16.00 $ 1,599.00 $ 2,599.00 $ 3,999.00 Yes Yes University of Maryland Golf Course 3800 Golf Course Road, College Park, MD 20742 golf.umd.edu (301) 314-4653 Semi-Private 18 $ 59.00 $ 30.00 $ 47.00 $ 17.00 $ 2,500.00 $ 3,750.00 Yes Yes Oak Creek 600 Bowieville Manor, Upper Marlboro, MD 20774 golfoakcreek.com (301) 249-0809 Semi-Private 18 $ 59.00 $ 44.00 $ 4,200.00 Yes Yes Bay Hills Golf Club 545 Bay Hills Dr, Arnold, MD 21012 bayhillsgc.com (410) 974-0669 Semi-Private 18 $ 60.00 $ 45.00 $ 20.00 $ 2,200.00 Yes Yes The Courses at Andrews 4442 W Perimeter Rd, Joint Base Andrews, MD 20762 thecoursesatandrews.com (301) 736-4887 Military 18 $ 50.00 $ 65.00 $ 50.00 $ 65.00 $ 15.00 $ 1,800.00 Yes Yes Renditions Golf Course 1380 Central Ave, Davidsonville, MD 21035 renditionsgolf.com (410) 798-9798 Public 18 $ 79.00 $ 59.00 $ 4,750.00 Yes Yes Lake Presidential Golf Club 3151 Presidential Golf Dr, Upper Marlboro, MD 20774 lakepresidential.com (301) 627-8577 Public 18 $ 95.00 $ 75.00 Yes No The Golf Club at South River 3451 Solomons Island Rd, Edgewater, MD 21037 golfclubsr.com (410) 798-6004 Private 18 $ 124.00 $ 92.00 Starting at $6,180 Yes Yes Old South Golf Course 699 Mt Zion Marlboro Rd, Lothian, MD 20711 oldsouthcountryclub.org (410) 741-6037 Private 18 $ 7,200.00 $ 8,700.00 Yes Yes Country Club at Woodmore 12320 Pleasant Prospect Rd, Mitchellville, MD 20721 ccwoodmore.com (301) 249-6100 Private 18 $ 20.00 $5400-6000 $6600-7800 Yes Yes Crofton Country Club 1691 Crofton Pkwy, Crofton, MD 21114 croftonclub.com (410) 721-3111 Private 18 $ 22.00 $3600 - 5640 Yes Yes Severna Park Golf Center 1257 Ritchie Hwy, Arnold, MD 21012 severnaparkgolf.com (410) 647-8618 Public 9 $ 15.00 $ 12.50 No Yes Heritage Harbor Golf Club 875 Harry S. Truman Pkwy, Annapolis, MD 21401 heritageharbour.org (410) 224-3580 Private 9 Laurel Golf Center 9801 Fort Meade Rd, Laurel, MD 20707 laurelgolfcenter.com (301) 725-4646 No Yes
indicates not offered Notes
*Weekend walk - after 12:00 p.m. only
Individual membership riding ($1,375 + $12 cart fee when utilizing golf cart). Spouse 1/2 price annual fee
Resident discounted rates, Capital Players Card MISGA; Preferred Pass Each family member pays 1/2 the Sponsor rate Membership allows you to bring three guests per round at a discounted rate throughout the term. Capital Area Golf Membership Individual, Family and Corporate Golf Membership includes access to unlimited tee times at our fully-priv $3,000 initiation fee; quarterly food minimum $5,000 initation fee Membership prices vary by age; include member spouse/children under 22. Cart fees not included
For Heritage Harbour Residents ar.4RtG. _. . -' , 3 l, r? . 7 l 4 ;, °, R Y L:"* C
City of Bowie, City Council
a: Yolanda L. Jones, Board of Elections, Chair
Awilda Hernandez, City Clerk
g o May 23, 2017
Ef o Electians— Filing of Candidacy
At the May 17, 2017, the City of Bowie Board of Elections met.to discuss Council' s request for - the Board to review the election candidacy filing fee as well as extending the filing deadline from 30 days. After researching what the other local municipalities filing processes are and after much discussion, the Board recommends the following to the Council:
1. The filing fee should remain at $ 25, with the addition that cantlidates are required to submit a 100-signature petition with the signatures of registered Bowie residents at the time they file the fee. Mayor and At-Large Councilmembers will need 100 signatures of any registered voterwithin the City and District Councilmembers would need,the 100 signatures from registered voters in their respective districts, in which they are running.
2. As for the filing deadline extension, the Board recommends forty-five (45) calendar days. The Board also recommends that nomination packets for candidates become available beginning IVlay 1S' of the election year.
Sincerely,
U c ,!'! . --
olanda L. J . es
City of Bowie, Board of Elections, Chair Bowie Police Department - General Orders
TITLE: NUMBER: 430 BODY WORN CAMERA
EFFECTIVE DATE: REVIEW DATE: 7/19/16
X_ NEW _ AMENDS _ RESCINDS DATE:
AUTHORITY ACCREDITATIONS TOTAL PAGES
STANDARDS 10 Chief John Nesky 41.3.8 22.3.3. – 22.3.4
I. PURPOSE
This policy is intended to provide officers with instructions on when and how to use body- worn cameras (BWCs) and an in car Mobile Video Recording System (MVRS) so Officers
may reliably record their contacts with the public in accordance with the law. Also to establish
guidelines regarding storage, release, and retention of video files.
II. POLICY: (CALEA 41.3.8a)
It is the policy of this department that officers shall activate the BWC when such use is appropriate to the proper performance [standards][standards] of his or her official duties, where[total the recordings pages] are consistent with this policy and law.[standards] This policy[STANDARDS] does not govern the use [TOTALof surreptitious ][TOTAL] recording devices used in covert [STANDARDS][STANDARDS]operations.
III. PROCEDURES
A. Administration
This agency has adopted the use of the BWC to accomplish several objectives. The primary objectives are as follows:
1. BWCs allow for accurate documentation of police-public contacts, arrests, and critical incidents. They also serve to enhance the accuracy of officer reports and testimony in court.
2. Audio and video recordings also enhance this agency’s ability to review probable cause for arrest, officer and suspect interaction, and evidence for investigative and prosecutorial purposes and to provide additional information for officer evaluation and training.
1
3. The BWC may also be useful in documenting crime and accident scenes or other events that include the confiscation and documentation of evidence or contraband.
B. When and How to Use the BWC (CALEA 41.3.8b)
1. Officers shall activate the BWC to record all official and investigative contacts with citizens in the performance of official duties. Everyday non official contact with citizens do not need to be recorded by the Officer. Official and investigative contacts include but not limited to: a. Any non-consensual encounters with a citizen.
b. At the initiation of a call for service or other activity that is investigative or enforcement in nature, or an encounter between the officer and a member of the public that is investigative or enforcement in nature;
c. Any encounter that becomes confrontational after the initial contact.
d. When victims, witnesses or other individuals wish to make a statement or share information, but refuse to do so while being recorded, or request that the camera be turned off, officers may turn off the BWC in order to obtain the statement or information. If the encounter begins when the BWC is not actively recording, the law enforcement officer may, but is not required to, temporarily activate the BWC for the sole purpose of documenting the person’s refusal to be recorded.
e. Citizen encounter consistent with a “Terry Stop”, reasonable suspicion, probably cause and detention.
f. During the entirety of traffic or foot pursuits.
g. Record Traffic stops until the stopped vehicle departs or the Officer leaves the scene
h. Traffic stops, including the investigation of a vehicle or occupants already stopped or parked.
i. Request for searches and deployments of drug-detection canines involving vehicles when practical.
j. Recordings of all persons physically arrested.
k. All request for consent to search without a warrant, including searches of persons, buildings, or vehicles, will be recorded.
l. Officers may record any enforcement action requested by a plain clothes Officer.
2 m. When not otherwise prohibited by law or agency policy, officers may begin recording with their BWC in circumstances when they determine that doing so would be beneficial to the public interest.
*NOTE: Command staff is exempt from the above activation procedures unless working secondary employment.
2. The BWC shall remain activated until the event is completed in order to ensure the integrity of the recording unless the contact moves into an area restricted by this policy.
a. Once recording with a BWC has been initiated, officers shall not end the recording until:
i. The event or encounter has fully concluded; or ii. The officer leaves the scene and anticipates no further involvement in the event; or iii. A supervisor or agency policy has authorized that a recording may cease because the officer is no longer engaged in a related enforcement or investigative activity; or, iv. When victims, witnesses or other individuals wish to make a statement or share information but refuse to do so while being recorded, or request that the camera be turned off, officers may turn off the BWC in order to obtain the statement or information. Anytime the recording is stopped prior to the end of an event, the Officer shall make a statement reflecting the reason for the stoppage.
3. If an officer fails to activate the BWC, fails to record the entire contact, or interrupts the recording, the officer shall document on BPD Form 91 why a recording was not made, was interrupted, or was terminated.
4. Except as otherwise exempted by law, a law enforcement officer shall notify, as soon as is practicable, the individual that the individual is being recorded, unless it is unsafe, impractical, or impossible to do so. The notice provision is satisfied even if another individual becomes a party to the communication after the initial notice has been provided.
5. Members shall stop the body worn camera recording when a stop / interview / contact is complete by stating the following: “This now concludes my stop / interview/ contact. I am now stopping the recording”. At this time the recording shall be stopped by the member.
6. Civilians shall not be allowed to review the recordings at the scene.
C. Procedures for BWC Use (CALEA 41.3.8e)
3 1. BWC equipment is issued primarily to uniformed personnel as authorized by this agency. Officers who are assigned BWC equipment must use the equipment unless otherwise authorized by supervisory personnel.
2. Police personnel shall use only BWCs issued by this department. The BWC equipment and all data, images, video, and metadata captured, recorded, or otherwise produced by the equipment is the sole property of the agency.
3. BWC equipment is the responsibility of individual officers and will be used with reasonable care to ensure proper functioning. Equipment malfunctions shall be brought to the attention of the officer’s supervisor immediately so that a replacement unit may be procured.
4. Officers shall inspect and test the BWC prior to each shift in order to verify proper functioning including checking the date and time accuracy. If a problem is found the Officer shall notify their supervisor of any problems promptly, take the unit out of service and use a different BWC if available.
5. BWC's may be placed in other locations if the officer feels that the placement will provide a better view on a case by case basis. Examples of this would be on the dash of the patrol unit facing backward to record the interior of the car, on a shelf to record an interview.
6. Officers shall not edit, alter, erase, duplicate, copy, share, or otherwise distribute in any manner BWC recordings without prior authorization and approval of the Chief of Police or his or her designee.
7. Officers are encouraged to inform their supervisor of any recordings that may be of value for training purposes.
8. If an officer is suspected of wrongdoing or involved in an officer-involved shooting or other serious use of force, the department reserves the right to limit or restrict an officer from viewing the video file.
9. Requests for deletion of portions of the recordings (e.g., in the event of a personal recording) must be submitted in writing and approved by the Chief of Police or his or her designee in accordance with state record retention laws. All requests and final decisions shall be kept on file.
10. Officers shall note in incident, arrest, and related reports when recordings were made during the incident in question. However, BWC recordings are not a replacement for written reports.
11. Officers shall classify each body worn and in car video once the recording has been completed. Classification should be chosen and the case number input. Supervisors shall ensure those under their command are classifying all video daily.
D. Restrictions on Using the BWC (CALEA 41.3.8b)
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BWCs shall be used only in conjunction with official law enforcement duties. The BWC shall not generally be used to record:
1. Communications with other police personnel without the permission of the Chief of Police;
2. Agency personnel during routine administrative activities; or Non-work related personal activity.
3. Encounters with undercover officers or confidential informants;
4. When on break or otherwise engaged in personal activities; or
5. In any location where individuals have a reasonable expectation of privacy, such as a restroom or locker room.
6. In any Medical Facility
7. Calls for service involving Child Abuse victims or victims of Sexual Assault
E. Review of Recordings
1. Reasons to view and use recordings may include, but not be limited to:
a. Report writing or preparation of other official documents; b. Court preparation; c. Review of prosecution evidence; d. Victim/witness/suspect statements; e. Crime scenes; f. Statement of charges; g. Administrative investigations; h. Training; i. Performance review; j. Incident critique; k. Maryland Public Information Act (MPIA) requests; l. Policy compliance; m. Disclosures required by law.
2. Additional considerations:
a. A BWC recording of a constitutionally protected activity may not be used to identify persons present at the activity who are not suspected of being engaged in illegal activity or in need of assistance.
b. The stored video and audio data from a body worn camera may not: i. be used to create a database or pool of mug shots; ii. be used as fillers in photo arrays; or
5 iii. be searched using facial or voice recognition software.
c. This subsection does not prohibit an agency from using recognition software to analyze the recording of a particular incident when a supervisory law enforcement officer has reason to believe that a specific suspect or person in need of assistance may be subject of a particular recording. F. Storage (CALEA 41.3.8d)
1. All sounds, images, and associated metadata should be securely downloaded periodically and/or no later than the end of each shift if possible. If a BWC is not downloaded at the end of Officers shift, the Officer shall notify their supervisor that it was not downloaded so that if a review of a file is needed, it can be found in a timely matter. Each file shall contain information related to the date, BWC identifier, and assigned officer. At the time of download the officer will indicate if the file is evidential or non-evidential. A complaint/incident and or ticket number will be noted along with the suspect’s last name.
2. All images and sounds recorded by the BWC are the exclusive property of this department. Accessing, copying, or releasing all sounds, images, and associated metadata for non-law enforcement purposes is strictly prohibited. Access and audit logs shall be maintained.
3. All unedited original versions of sounds, images, and associated metadata should be securely stored in accordance with departmental policy and no longer than useful for purposes of training or for use in an investigation or prosecution.
4. In capital punishment prosecutions, recordings shall be kept until the offender is no longer under control of a criminal justice agency.
5. All recordings will be maintained for a minimum of a year and a month from the date of the recording. Recordings categorized as evidence maybe retained for a longer period.
6. When video files are needed for court / evidentiary purposes, the Video Evidence Request Form #60 shall be completed and submitted to the Administrative Sergeant. (CALEA 41.3.8c)
7. If there is more than one Officer involved in an incident such as in a DUI arrest, that shall be noted so all video captured may be saved as evidence.
8. Request for video shall be made prior to the year and a month retention and availability period.
9. Outside request for video files must be submitted to the Operation Services Division.
10. Request by the States Attorney’s Office shall be submitted to the Operation Services Division.
6 11. Media request for video files will be referred to and handled by the Public Information Officer (PIO) the Chief of Police.
G. Supervisory Responsibilities
1. Supervisory personnel shall ensure that officers equipped with BWC devices utilize them in accordance with policy and procedures defined herein.
2. Supervisors shall notify the Operation Services Division if the equipment has malfunctioned.
3. Supervisors monthly will randomly select 2 videos from each officer under their command and review the BWC recordings to ensure that the equipment is operating properly and that officers are using the devices appropriately and in accordance with policy and to identify any areas in which additional training or guidance is required. (CALEA 41.3.8g)
H. Training and Discipline (CALEA 41.3.8f)
1. Officers will have the policy and will be trained on the use of the operation of the BWC equipment prior to use in the field. Training shall also include alternative methods for effective notification of recording to persons with special needs or limited English proficiency.
2. Violations of this policy may result in discipline.
IV. MOBILE VIDEO RECORDING
A. Operating Procedures (CALEA 41.3.8b)
1. The use of video recording equipment by Officers who operate vehicles so equipped is mandatory, as outlined in this directive
2. Traffic Stops
a.. Video recordings with audio will be made of all traffic stops, priority responses, and vehicular pursuits.
b. Whenever possible, the recording will capture the entire stop, starting when the decision is made to pull over the violator and ending after the violator has left the scene.
c. At the beginning of every traffic stop, the Officer will notify the person(s) stopped that they are being audibly and visually recorded. The Officer’s statement should be similar to the following example:
7 “Hello. I am (rank and name) of the Bowie Police Department. I stopped you for speeding. We are being audibly and visually recorded. May I please see your driver’s license and vehicle registration?”
d. If the driver or any occupant of the vehicle objects to the audio recording, they should be courteously informed that the Maryland law allows audio recording for law enforcement Officers conducting traffic stops.
e. If the traffic stop becomes a criminal detention, the Officer may continue to make both a visual and audio recording without obtaining consent.
3. Prisoner Transports
Video recordings will be made of ALL prisoner transports.
4. Other Uses
a. The video/audio recording of any other activity will be at the discretion of the Officer. Officers should attempt to keep the video camera positioned in such a manner as to capture the event in its entirety. Officers are encouraged to provide verbal narration when audio recordings are made.
b. Officers may, at their discretion, with or without the consent of involved parties, make only video recordings at any time when the Officer feels the recording may have prosecutorial or investigative merit. Examples of such uses include, but are not limited to, suspicious situations, disorderly conduct, crime and traffic scenes.
5. Whenever a video/audio recording is made of a crime or incident and a written report is generated, a note of recording, or multiple records if more than one Officer recorded the event, will be included in the narrative portion of the report.
6. When preparing written reports, Officers are encouraged to utilize the video recording system's playback feature to review the incident.
7. Officers will not use the MVRS to covertly record other police personnel without the permission of the Chief and or her designee.
8. The department recognizes that it may not always be practical to activate the MVRS equipment. Officers will not allow the operation of the MVRS to interfere with their own personal safety, the personal safety of others, or the safe operation of the police vehicle.
B. Video Handling (CALEA 41.3.8e)
1. User Responsibility
8 a. Officers, at the beginning of each shift, will ensure that the video and audio recording unit is operational.
b. Officers will not, in any manner, attempt to modify, alter, erase, or tamper with any portion of a recording. MVRS are the property of the Bowie Police Department.
c. Officers are not to change the settings on the MVRS.
2. Responsibilities
a. Supervisors will be responsible for ensuring the MVRS is operational while conducting monthly vehicle inspections.
b. If there is a hardware issue found, a Help Desk request shall be put in promptly and the issue shall be documented on the inspection sheet.
C. Video Recording Duplication (CALEA 41.3.8c)
1. Supervisors will be responsible for video duplication. Videos will not be duplicated except for use in a criminal trial, an investigation, or for training purposes.
2. No video will be destroyed, tampered with, duplicated, distributed, or erased except in conformance with this policy. Copies of video released to department personnel may only be used for official police business.
3. Requests for copies of a video will be made via a Video Request Form to the Operation Services Division. Only the particular incident specified on the form will be copied.
a. The Officer making the request must indicate the justification for the request.
b. It is the responsibility of the Officer obtaining a copy of a recorded incident to maintain the evidentiary value of the recording.
c. The Chief of Police or the Chief's designee must approve all external requests for copies of videos.
4. The Operation Services Division will maintain records of the MVRS videos on the video server.
D. Internal Use of Video Recordings (CALEA 41.3.8c)
1. The department may use videos for training or other purposes as approved by the Chief of Police or the Chief’s designee.
9 2. Supervisors may randomly conduct reviews of the MVRS to ensure that Officers maintain tactical proficiency, and or identify any training or procedural deficiencies.
3. All MVR/DVDs will be retained and secured for a period of one year and one month, unless specified by a court order. (CALEA 41.3.8d)
V. GLOBAL POSTIONING SYSTEM
1. Every marked police vehicle shall be equipped with a GPS Unit.
2. Officers shall not disconnect or attempt to disable the GPS Unit
3. The City shall be divided into defined zones that shall be used to track patrol coverage.
4. Specific points may be entered into those zones to reflect high interest areas or other areas of concern.
5. Employees have no expectation of privacy in the data collected and maintained by the GPS.
A. SUPERVISOR RESPONSIBILITIES
1. All Police Supervisors shall have access to the Global Positioning System data.
2. Supervisors are to use the system only for specific work related inquiries.
3. Supervisors shall utilize the system to analyze patrol coverage and patrol patterns.
4. Supervisors may utilize the system to check an Officer’s status or location as a management tool but may not use this function in an excessive or unnecessary manner.
5. Supervisors shall use the system to evaluate citizen’s complaints as they relate to speed or other traceable vehicle complaints.
6. Supervisors shall ensure that the Global Positioning System is operational in all applicable vehicles assigned to them.
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MEMORANDUM
TO: Alfred D. Lott City Manager
FROM: Una Cooper Communications Manager
SUBJECT: Distribution of the Bowie Spotlight – Revised Estimates
DATE: March 23, 2018
The chart below contains a summary of the various ways the Bowie Spotlight has been distributed over the years and the approximate costs associated with each method. Following the chart, more detailed information is provided in narrative form. On page 3, there are estimates for the cost of distributing the newsletter in print or electronic format in the future.
Dates Method(s) of distribution Cost per year Before 2011 24,000 printed & mailed to every household $55,000 (6 issues/year) 2011-2014 Electronic newsletter Staff time only plus printed copies for distribution & opt-ins $9,050 (non-election years) plus 1 mailed issue in election years $18,620 ($9,050 +$9,570) (12 issues/year) (in election years)
2015 – present Page in Bowie Blade-News $ 21,000 plus printed copies for distribution +$1,000 (12 issues/year) $ 22,000
Prior to 2011 The City newsletter was mailed to every household in the City of Bowie. It began quarterly in the 1970s and expanded at some later point to bi-monthly. As postage rates and the number of households in the City increased, so too did the cost of the distributing the newsletter.
• COST: $55,000 per year (for printing and mailing services)
2011 - 2014 In order to save money during the recession, to acknowledge the changing technology preferences of residents, and to reduce the City’s carbon footprint, in 2011 Council voted to change how the newsletter was distributed. Issues were no longer be mailed to every household, but instead were distributed electronically via the City website. Those who were registered for Alert Bowie received an email notification each month with a link to the latest issue. Residents could also “opt in” to receive a printed copy of the Spotlight in the mail. Approximately 250 residents chose to do that. Printed copies were also available at City Hall, the Senior Center, the City Gym, the Ice Arena and senior housing facilities in the City. Printed versions were also included in Welcome Packets for new residents. The only print editions of the newsletter during this period were the issues containing City election information. Those issues were printed and mailed to every household in the City.
• COST: $18,500 for limited printing/mailing to opt-ins and one mailed issue
2015 In response to a Council request to explore alternate means of distributing the City newsletter and to maximize the number of residents receiving City information, staff evaluated various options such as returning to a mailed newsletter, distributing the newsletter as a pull-out insert in the newspaper or some advertising publication, and buying a page in the Bowie Blade-News. The decision was made to choose the full page “ad” in the Bowie Blade-News. This approach was similar to how the Chamber of Commerce distributed its newsletter and how some other local governments shared their news.
Since 2015, the Bowie Spotlight has been published on a single page in the front section of the Bowie Blade-News on the last Thursday of each month. The newspaper, which is now owned by the Baltimore Sun, is free to residents. It is delivered to Bowie residences every week. Printed copies are also distributed to City facilities and to senior apartments in the City of Bowie. The newsletter can also be viewed from the City website.
• FY 2018 COST: $22,000
NOTE: In addition to the Bowie Spotlight, since 2008 City information has also been shared monthly via the Bowie News Flash. It is distributed to approximately 4,000 subscribers via Alert Bowie. It is also emailed to regional media contacts and to Councilmembers with a request to forward it to their constituent lists.
Estimate of Future Costs
Dates Method(s) of distribution Cost per year Estimated cost 24,000 printed and mailed to every Bowie $ 136,000 FY 19 - Printed household (12 issues/year) plus limited print copies for distribution $ 2,000 (12 issues/year) $ 138,000
Estimated cost Page in Bowie Blade-News $25,000 FY 19 - Electronic plus limited print copies for distribution +$ 2,000 (12 issues/year) $27,000
Estimated Election Page in Bowie Blade-News $23,000 Year Cost plus limited print copies for distribution +$ 2,000 FY 20 - plus 1 mailed election issue +$10,500 11 Electronic & 1 (12 issues/year) $35,500 Printed