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City Council FROM 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.
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