mayor and city council - granicus

Mayor and City Council Virtual Meeting

www.gaithersburgmd.gov/virtual Gaithersburg, MD 20877

AGENDA Work Session

Monday, March 29, 2021, 7:30 PM

The City is currently holding public meetings virtually via the Zoom webinar platform. Details can be found at www.gaithersburgmd.gov/virtual. For public hearing agenda items being discussed at this meeting, you may submit comments in writing prior to the record closing. For all other agenda items, you may submit comments in writing at any time. All comments should be emailed to [email protected].

1. CALL TO ORDER

2. DISCUSSION TOPICS

A. 2021-22 Racial Equity Awareness & Action Plan

3. CORRESPONDENCE (weekly external and internal correspondence; no discussion)

A. Staff

B. Outside

4. DEPARTMENTAL MONTHLY REPORTS

A. February 2021

5. ADJOURNMENT

All items and pertinent materials on this agenda are subject to change. To request an ADA accommodation, please email [email protected] or call 301-258-6310 at least two business days prior to the posted meeting. The City welcomes citizen involvement on all meeting bodies. Please visit the City’s website for vacancies. Electronic versions of materials related to applications are provided as a courtesy to interested parties. This is not the official record of matters before the meeting body and the City cannot guarantee the accuracy of electronic materials. Please visit the City’s website to view the City of Gaithersburg Disclosure Statement. Materials provided electronically are submitted by applicants and are not the responsibility of the City. The official record of any matter is available for inspection by the public during regular business hours at City Hall, 31 South Summit Avenue, Gaithersburg, Maryland 20877.

http://www.gaithersburgmd.gov/virtual

mailto:[email protected]


City of Gaithersburg Mayor and City Council Agenda Item Request

Meeting Date: 3/29/2021 Type: Discussion Topics

Agenda Item Title: 2021-22 Racial Equity Awareness & Action Plan Call to Podium:

Tanisha Briley, City Manager Dennis Enslinger, Deputy City Manager Supporting Background / Description of Items:

Staff will present an overview of the City Manager’s proposed plan to advance racial equity efforts in the City of Gaithersburg. The pandemic has laid community disparities bare in ways that have spurred a new and different national conversation around race and equity. As we look toward recovery, it is an opportune time to deepen our understanding of long-standing disparities in our community and how institutional and structural racism function as underpinnings of these disparities, in order to be more intentional about aligning our resources to best advance equity in our community and improve quality of life for all Gaithersburg residents. The 2021-22 Racial Equity Awareness & Action Plan provides a framework to progress the work and recommendations of the MWCOG Gaithersburg Racial Equity Cohort. The City’s participation in MWCOG’s Racial Equity program was prompted by encouragement from Councilperson Laurie-Anne Sayles. The plan identifies key actions to implement over the next two years to build awareness and capacity in the organization, align and enhance existing internal efforts to advance racial equity, identify key equity opportunities in each department, and explore community partnerships and alliances to leverage and scale the work across the community.

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Responsible Staff, Department:

City Manager’s Office Racial Equity Cohort Members from:

Community and Public Relations Finance and Administration Parks, Recreation and Culture Planning and Code Administration Police Department Public Works

Desired Outcome from Council:

Hear presentation and provide feedback.

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AgendaReview Proposed Framework for Racial Equity Work

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What is Racial Equity?Racial Equity: when race does not determine or predict the distribution of resources, opportunities, and burdens for group members in society. Source: GARE

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Why Gaithersburg? Why Now?

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We believe in the public sector for the public good, and as disparities in our community persist and grown wider, we are compelled to do all in our power and influence to advance equity starting with our own institution and systems.

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Ultimate Goal:Identify and eliminate racial inequities and improve outcomes for all racial groups through a strategic approach.

Equity needs to be thought of as both an aspirational and

operational framework—a process and a destination.

Source: GARE

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“I want you to find a bold and innovative way to do everything exactly the same

way it’s been done for 25 years”

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Normalize• normalize

conversations about race

Operationalize• operationalize new

behaviors and policies

Organize• organize to achieve

racial equity

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Create a framework for advancing racial equity: Advancing Racial Equity through Awareness & Action 2021 – 2022

Build Awareness & Capacity

Align & Enhance Existing Efforts

Identify Equity Opportunities in Each Department

Explore and Build Community Partnerships & Alliances

Focus on the power of our own institutions and systems

Develop a Racial Equity Plan

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1. Build Awareness & Capacity

Strategy 1.1 Declare Organizational Commitment to Advancing Racial Equity◦ Mayor and City Council to consider the adoption of a Racial Equity

Resolution◦ The City Manager will communicate the purpose of the effort and

establish expectations for staff

Strategy 1.2: Assess and Analyze Organizational Readiness◦ Conduct survey of employee awareness and perceptions of racial equity

Strategy 1.3: Provide Racial Equity Education◦ Work with the Government Alliance on Race and Equity (GARE), the

National League of Cities (NLC), the MWCOG Chief Equity Officers Committee, and other partners to develop an annual education and awareness program to build skills at all organizational levels◦ Introductory offerings available to all employees, Mayor and City Council, and Boards,

Committees, and Commissions.◦ Advanced offerings for SLT, Division Chiefs, other supervisors, and Racial Equity Core

Team◦ Train-the-trainer offerings to build internal capacity to sustain learning

Strategy 1.4: Provide opportunities for meaningful conversations about race and equity◦ Explore book clubs, lunch and learns, and other engaging opportunities for

learning outside of formal trainings

Strategy 1.5: Begin research of Gaithersburg’s racial equity story◦ Assemble historical information to confront legacy disparities and their

origins to inform learning and restorative strategies◦ Establish a team to complete review of street names and building

associations

Strategy 1.6: Create a dedicated full-time position to coordinate and advance racial equity work

Strategy 1.7: Establish a Racial Equity Core Team to support and advance racial equity work across departments

The City will normalize and operationalize understanding of institutional and structural racism among people who work for and represent the City of Gaithersburg, including City staff, Mayor and City Council and Boards, Committees, and Commissions. Through collective and continuous learning, the City will build internal capacity to effectuate transformational racial equity work.

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Declaratory Resolution RecommendationStart with a Racial Equity StatementExamples: ◦ “If the practices, programs, services and culture of the city are not

fair, inclusive and equitable to all, the potential of the community and those it serves is diminished. From an elected, appointed and staffing perspective, our organization does not mirror the community we serve. We will strive for racial equity by building understanding of the issues in our organization and intentionally and proactively take measures that break down barriers to a just and inclusive community.” ~ St. Louis Park, MN

◦ “The City of Fort Collins is an organization that supports equity for all, leading with race. We acknowledge the role of local government in helping create systems of oppression and racism and are committed to dismantling those same systems in pursuit of racial justice.”

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2. Align & Enhance Existing Efforts

Strategy 2.1 Continue data collection efforts started by the MWCOG Gaithersburg Racial Equity Cohort to inform the Racial Equity Plan

◦ Complete vendor tracking project, analyze findings, review policies for impediments and implement changes to improve outcomes

◦ Complete review of recruitment, hiring, and retention policies, identify impediments and implement changes to improve outcomes

◦ Complete review of Parks, Recreation, & Culture program registrations, analyze findings, and explore programmatic changes to improve outcomes.

Strategy 2.2: Inventory existing internal equity efforts underway in departments occurring across the City to share across the organization, align resources, build capacity and inform the Racial Equity Plan

Strategy 2.3: Begin integration of racial equity into the Strategic Directions Plan

Strategy 2.4: Add racial equity questions into the biennial Community Survey

Strategy 2.5: Begin integration of racial equity into annual Budget and Capital Improvement Plan

Strategy 2.6: Begin to strategically integrate racial equity into the City’s decision making processes, as well as existing programs, and policies

The City will leverage and support preexisting internal equity efforts, align them with the citywide approach to maximize impact. The City will incorporate racial equity principles into City planning, budgeting, and decision-making processes.

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3. Identify Equity Opportunities in Each Department

Strategy 3.1: Implement a departmental self-assessment to identify areas of focus and serve as guidance for departments to begin or continue equity work and will set the foundation for equity-related goal setting that will flow into the Racial Equity Plan

Strategy 3.2: Pilot using racial equity tools in the development of new programs or policiesThe City will identify

opportunities for advancing racial equity in every City Department. Departments will learn to critically analyze decisions to understand potential disparate impacts of new programs and policies.

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4. Explore and Build Community Partnerships & Alliances

Strategy 4.1 Identify organizations and community members interested in working in partnership to address barriers to racial equity in the organization and the Gaithersburg community

The City will strengthen partnerships and collaborate with community members and organizations to advance and scale racial equity efforts across the community.

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Next Steps1. Incorporate today’s feedback

2. Draft resolution for City Council consideration

3. Estimate budgetary needs for FY22• Evaluate feasibility of adding dedicated position• Initiate education and awareness planning with

outside partners

4. Continue Cohort’s work and research on other communities

5. Continue to report progress via verbal report at second regular meeting of the month for Mayor and City Council

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Advancing Racial Equity through Awareness & Action 2021 – 2022 (Draft v.1)

The following is an overview of the City Manager’s proposed plan to advance racial equity efforts in the City of Gaithersburg government. The pandemic has laid community disparities bare in ways that have spurred a new and different national conversation around race and equity. As we look toward recovery, it is an opportune time to deepen our understanding of long-standing disparities in our community and how institutional and structural racism function as underpinnings of these disparities, in order to be more intentional about aligning our resources to best advance equity in our community and improve quality of life for all Gaithersburg residents.

The 2021-22 Racial Equity Awareness & Action Plan provides a framework to progress the work and recommendations of the MWCOG Gaithersburg Racial Equity Cohort. The plan identifies key actions to implement over the next two years to build awareness and capacity in the organization, align and enhance existing internal efforts to advance racial equity, identify key equity opportunities in each department, and explore community partnerships and alliances to leverage and scale the work across the community. This foundational work will serve as the basis of the development of a Racial Equity Plan that will focus on the steps the city must take to eliminate systemic and institutional racism in its policies and programs.

It is important to recognize the City of Gaithersburg’s long-standing commitment to commitment to values of equity, fairness, inclusion, and justice. We also believe in the public sector for the public good, and as disparities in our community persist and grown wider, we are compelled to do all in our power and influence to advance equity starting with our own institution and systems.

GOALS AND STRATEGIES

Goal 1: Build Awareness & Capacity

The City will normalize and operationalize understanding of institutional and structural racism among people who work for and represent the City of Gaithersburg, including City staff, Mayor and City Council and Boards, Committees, and Commissions. Through collective and continuous learning, the City will build internal capacity to effectuate transformational racial equity work.

Strategy 1.1 Declare Organizational Commitment to Advancing Racial Equity

• Mayor and City Council to consider the adoption of a Racial Equity Resolution

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• The City Manager will communicate the purpose of the effort and establish expectations for staff

Strategy 1.2: Assess and Analyze Organizational Readiness

• Conduct survey of employee awareness and perceptions of racial equity

Strategy 1.3: Provide Racial Equity Education

• Work with the Government Alliance on Race and Equity (GARE), the National League of Cities (NLC), the MWCOG Chief Equity Officers Committee, and other partners to develop an annual education and awareness program to build skills at all organizational levels

o Introductory offerings available to all employees, Mayor and City Council, and Boards, Committees, and Commissions.

o Advanced offerings for SLT, Division Chiefs, other supervisors, and Racial Equity Core Team

o Train-the-trainer offerings to build internal capacity to sustain learning

Strategy 1.4: Provide opportunities for meaningful conversations about race and equity

• Explore book clubs, lunch and learns, and other engaging opportunities for learning outside of formal trainings

Strategy 1.5: Begin research of Gaithersburg’s racial equity story

• Assemble historical information to confront legacy disparities and their origins to inform learning and restorative strategies

• Establish a team to complete review of street names and building associations

Strategy 1.6: Create a dedicated full-time position to coordinate and advance racial equity work

Strategy 1.7: Establish a Racial Equity Core Team to support and advance racial equity work across departments

Goal 2: Align & Enhance Existing Efforts

The City will leverage and support preexisting internal equity efforts, align them with the citywide approach to maximize impact. The City will incorporate racial equity principles into City planning, budgeting, and decision-making processes.

Strategy 2.1 Continue data collection efforts started by the MWCOG Gaithersburg Racial Equity Cohort to inform the Racial Equity Plan

• Complete vendor tracking project, analyze findings, review policies for impediments and implement changes to improve outcomes

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• Complete review of recruitment, hiring, and retention policies, identify impediments and implement changes to improve outcomes

• Complete review of Parks, Recreation, & Culture program registrations, analyze findings, and explore programmatic changes to improve outcomes.

Strategy 2.2: Inventory existing internal equity efforts underway in departments occurring across the City to share across the organization, align resources, build capacity and inform the Racial Equity Plan

Strategy 2.3: Begin integration of racial equity into the Strategic Directions Plan

Strategy 2.4: Add racial equity questions into the biennial Community Survey

Strategy 2.5: Begin integration of racial equity into annual Budget and Capital Improvement Plan

Strategy 2.6: Begin to strategically integrate racial equity into the City’s decision making processes, as well as existing programs, and policies

Goal 3: Identify Equity Opportunities in Each Department

The City will identify opportunities for advancing racial equity in every City Department. Departments will learn to critically analyze decisions to understand potential disparate impacts of new programs and policies.

Strategy 3.1: Implement a departmental self-assessment to identify areas of focus and serve as guidance for departments to begin or continue equity work and will set the foundation for equity-related goal setting that will flow into the Racial Equity Plan

Strategy 3.2: Pilot using racial equity tools in the development of new programs or policies

Goal 4: Explore and Build Community Partnerships & Alliances

The City will strengthen partnerships and collaborate with community members and organizations to advance and scale racial equity efforts across the community.

Strategy 4.1 Identify organizations and community members interested in working in partnership to address barriers to racial equity in the organization and the Gaithersburg community

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Equity Resolution Adopted by the Arlington County Board on September 21, 2019

Whereas, Arlington County’s vision is to be a diverse and inclusive world-class urban community with secure, attractive residential and commercial neighborhoods where people unite to form a caring, learning, participating, sustainable community in which each person is important; and

Whereas, Arlington County has achieved great success in attaining “secure, attractive,

residential and commercial neighborhoods” with engaged citizenry and resilient, sustainable communities, but recognizes this is not the experience of all Arlingtonians: Disparities exist; and

Whereas, Arlington’s Destination 2027 April 2019 Report concludes that residents likely

to experience poorer outcomes and other disparities include people of color, women, those living in poverty, immigrants and refugees, LGBTQ+ community members, and those living with disabilities, in addition to those residents living in certain neighborhoods of the County; and

Whereas, community conditions that affect individual opportunity and well-being

include the economy, environment, housing, land use policy, public facilities and infrastructure, healthcare, neighborhoods, education, and social connectedness; and

Whereas, equity is defined as all populations having access to community conditions and opportunities needed to reach their full potential and to experience optimal well-being; and

Whereas, Arlington County Government and community partners seek to ensure that our

actions and policies implement the County’s vision in an equitable way; and

Whereas, Arlington endeavors to make consideration of who benefits and who is burdened a factor in our decision-making, our policies and our responsiveness to our stakeholders; and

Whereas, Arlington seeks to build on its work addressing disparities with Arlington Public Schools and through initiatives such as Bridges Out of Poverty, Destination 2027, the Child Care Initiative, Housing Arlington, Cultural Equity Taskforce, Engage Brigade, Digital Equity Initiative; and

Whereas, Arlington recognizes the work our partners such as Arlington Public Schools,

the Community Progress Network, Arlington Community Foundation, Virginia Humanities and others are doing in eliminating barriers to progress and access due to race and socio-economic status; and

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Whereas, Arlington County seeks to unify efforts aimed at reducing disparities and commit to intentionally and collectively advancing equity; and

Whereas, Arlington County seeks to ensure the commitment of every individual to

meaningfully engage in raising awareness of disparities and to actively engage in suggesting and supporting methods by which they may be resolved;

Now Therefore, Be It Resolved by the Arlington County Board that Arlington County is committed to:

1. Establishing a vocabulary that will ground Arlington County Government and the community in a shared understanding of the term equity and related terminology;

2. Continuing the dialogue about race and equity, using research and learning from other organizations and people and having the conversations, engagement and education needed to share information about disparities;

3. Collaborating on initiatives to address inequities in Arlington, establishing partnerships among the County Board, County staff, Arlington Public Schools, non-profits, businesses, neighboring jurisdictions, and new partners aimed at enhancing our effort and commitment to fostering equity;

4. Collecting and disaggregating data to identify where disparities and gaps in service and administration exist;

5. Assessing and analyzing whether our plans, programs, services, policies, and public engagement efforts exacerbate disparities given their orientation to respond to community complaints or concerns;

6. Developing a policy or framework for an equitable approach to decision-making, defining strategies to address and resolve disparities and allocating an appropriate distribution of resources to support identified strategies; and 7. Establishing equity targets and measures and developing an equity scorecard as part of an Equity Action Plan to track progress on key measures in the County;

Now Therefore, Be It Further Resolved that the Arlington County Board directs the County Manager to:

1. Report periodically to the Board on the County’s participation in the Metropolitan Washington Council of Governments and Government Alliance on Race Equity 2019-20 learning year cohort designed to advance racial equity.

2. Present to the County Board in September 2020, a Racial Equity Tool to be used in policy, practice, program and budget decisions as developed through the Racial Equity Learning Cohort. This may include:

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a. Identification of pilot projects that demonstrate where to start achieving racial equity outcomes in Arlington;

b. A capacity building plan and organizational structure to institutionalize equity within Arlington; and

c. A framework for a Racial Equity Action Plan to be implemented in Arlington.

3. Identify a line of business within each County department, and as part of the FY 2021 Operating Budget and FY 2021-2030 Capital Improvement Plan, provide a supplementary analysis that considers and addresses these questions:

• Who benefits? • Who is burdened? • Who is missing? • How do we know?

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58-R-19

A RESOLUTION

COMMITMENT TO END STRUCTURAL RACISM AND ACHIEVE RACIAL

EQUITY

WHEREAS, City of Evanston embraces its racial diversity and seeks to

continue its path to being the Most Livable City in America; and

WHEREAS, City of Evanston believes that all individuals living or visiting the

City should be treated fairly and with respect and dignity; and

WHEREAS, the City of Evanston recognizes that there is an escalation of

hatred, bigotry, and overt racism in our country; and

WHEREAS, in order for the City of Evanston to fully embrace the change

necessary to move our community forward, it is necessary to recognize, and acknowledge

its own history of discrimination and racial injustice. The land we currently know as

Evanston originally belonged to the Potawatomi Tribes until their forceful and violent

relocation at the hands of white colonizers; John Evans, our city’s namesake, played a role

in the Sand Creek Massacre that killed approximately 150 Native Americans; and, the first

Evanston resident of African descent, Maria Murray, was a former slave purchased by the

Vane family to labor as a domestic in 1855, and

WHEREAS, the City of Evanston government recognizes that, like most, if not

all, communities in the United States, the community and the government allowed and

perpetuated racial disparity through the use of many regulatory and policy oriented tools.

Some examples would include, but not be limited to the use of zoning laws that supported

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58-R-19

neighborhood redlining, municipal disinvestment in the black community; and a history of

bias in government services. Such practices were often overt, but more often, covertly

adopted or incorporated under the guise of what would appear to be legitimate policy.

These ordinances and other city-wide practices have contributed to the decimation of

historically black neighborhoods, a lack of trust of government by some black residents,

and the collapse of a once economically thriving black community; and

WHEREAS, the City Council acknowledges that the trauma inflicted on

people of color by persistent white supremacist ideology results in psychological harm

affecting educational, economic, and social outcomes; and conjures painful memories of

our City's past not only for those who lived through them but also generations to follow,

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE

CITY OF EVANSTON, COOK COUNTY, ILLINOIS, THAT, IN ACCORDANCE WITH THE

FUNDAMENTAL PRINCIPLES SET FORTH IN THE DECLARATION OF

INDEPENDENCE, WHICH ASSERTS AS A FUNDAMENTAL BASIS THAT ALL PEOPLE

ARE CREATED EQUAL AND ARE ENDOWED WITH THE UNALIENABLE RIGHTS OF

LIFE, LIBERTY AND THE PURSUIT OF HAPPINESS:

SECTION 1: The City Council of Evanston hereby acknowledges its own history

of racially-motivated policies and practices, apologizes for the damage this history has caused the

City, and declares that it stands against White Supremacy.

SECTION 2: The City Council of Evanston hereby rejects prejudice and bigotry

based on race, religion, gender, sexual orientation, or national origin, including the idea that white

people are inherently better or more worthy than any other group of people and declares that it

stands against White Supremacy.

SECTION 3: The City Council of Evanston hereby condemns the actions, speech,

and attitudes of those who promote hate against any race, ethnicity or other basis, in an effort to

interfere with the unalienable rights of any human being. The City of Evanston hereby declares that

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58-R-19

it reaffirms its commitment, in collaboration with all residents, to pursue policies and take action to

ensure civil and human rights to all individuals.

SECTION 4: The City Council of Evanston hereby declares Evanston an anti-racist

city that strives to value all citizens, be a welcoming place to all people, and examine its own

practices that may unintentionally exclude some of our neighbors; particularly people of color.

SECTION 5: The City of Evanston hereby affirms its commitment to eradicating the

effects of systemically racist past practices from City Government and all City-affiliated

organizations. As the elected council, charged with representing the City of Evanston and its

residents whereby resolve to:

1. Participate in Racial Equity training in order to deepen our understanding of how our

decisions can hinder or promote equity for all, while paying particular attention to

those historically disadvantaged.

2. Join the Government Alliance for Racial Equity, a national network of government

(agencies) working to achieve racial equity and advance opportunities for all.

_______________________________ Stephen H. Hagerty, Mayor

Attest: _______________________________ Devon Reid, City Clerk Adopted: __________________, 2019

Approved as to form: _______________________________ Michelle L. Masoncup, Corporation Counsel

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Introduced by: Councilmember Smith

CITY OF TAKOMA PARK, MARYLAND

Resolution No. 2017-28

Resolution Committing the City Council to Systematically and Deliberately Apply a Racial Equity

Lens in Decision-Making WHEREAS, the Takoma Park City Council embraces the great diversity in the City; and WHEREAS, the City Council recognizes the history of racism in our country and how it

has led to many current day disparities in education and job attainment, housing, and healthcare, as well as disproportionate incarceration rates for people of color; and

WHEREAS, the City Council recognizes that racial inequities have become

institutionalized in the policies and practices of many agencies, governmental and otherwise; and

WHEREAS, the City Council recognizes that issues of racial equity must be addressed

proactively and deliberately in the course of decision-making to increase the success for all groups; and

WHEREAS, the City Council recognizes the need to examine seemingly neutral policies

and practices to determine whether they are contributing to racial inequity and where needed change or eliminate the policy or practice; and

WHEREAS, the City Council engaged in open and honest dialogue with experts on the

subject of racial equity and with each other during their 2017 Council Retreat; and

WHEREAS, the City Council is interested in exploring and instituting methods that

have worked in cities around the country to update, eliminate, or create government policies, practices, and programs specifically to dismantle existing racial disparities; and

WHEREAS, the City Council acknowledges potential difficulties in assessing the impact

of decisions on racial equity, but is committed to applying a racial equity lens in a systematic way in its decision-making processes with the goal of continuing to build an inclusive, equitable community and ensure a vibrant and healthy community for all Takoma Park residents; and

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WHEREAS, the City Council has directed staff to begin including a “Racial Equity Impact Statement” on all agenda items beginning on April 5, 2017.

NOW, THEREFORE BE IT RESOLVED that the City Council of the City of Takoma Park commits itself to systematically and deliberately applying a racial equity lens in its decision-making henceforth.

Adopted this 19th day of April, 2017.

Jessie Carpenter, CMC City Clerk

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Staff Correspondence

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City of Gaithersburg ● 31 South Summit Avenue, Gaithersburg, Maryland 20877-2038 301-258-6300 ● FAX 301-948-6149 ● [email protected] ● gaithersburgmd.gov

_________________________________________________________________________________________________ MAYOR COUNCIL MEMBERS CITY MANAGER Jud Ashman Neil Harris Tanisha R. Briley

Laurie-Anne Sayles Michael A. Sesma

Ryan Spiegel Robert T. Wu

March 22, 2021 The Honorable David Trone United States House of Representatives 1110 Longworth House Office Building Washington, D.C. 20515 It is my pleasure to write a letter in support of the proposal by Chinese Culture and Community Service Center, Inc. (CCACC) to obtain funding through the Congressional Community Project Funding. This grant is very valuable to the continuing efforts of the CCACC Health Center to expand services to promote health equity among Montgomery County Asian Americans and will focus on patients with chronic diseases through online platforms needed to provide services to those isolated during this pandemic. CCACC is an exemplary organization that has been serving the Montgomery County Asian American community since 1982 and operates as a unique community health resource in the County through an extensive array of services. In addition to ADHC and PAVHC, CCACC also operates Hepatitis B screenings and vaccinations (STOP B), Mental Health Services, the Evergreen Seniors Club, Senior In-Home Care, After-school Program, Asian Community Outreach, and the Asian Career Fair. It is important here to note that the grant request only represents 41% of the funding – the majority of funds will come from other sources. So, if approved, the grant request would leverage significant other funding resources. In conclusion, I fully support the efforts of CCACC as they seek external funding to support a program designed to eliminate barriers to services for our Asian American community. Sincerely, Jud Ashman Mayor

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http://www.gaithersburgmd.gov/

mbetancourt

CMO - M&CC Distribution

Outside Correspondence

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From: Cesar Garzon <[email protected]> Sent: Wednesday, March 24, 2021 11:10 PM Cc: Jud Ashman; Michael Sesma; Neil Harris; Laurie-Anne Sayles; Ryan Spiegel; Robert Wu Subject: In support of Kwamena’s family seeking truth and justice Dear Mayor and Councilmembers,

Kwamena Ocran was killed unjustly not far from where I live. He was approached after dark by

undercover Gaithersburg police officers who later shot him (apparently in the back as seen by

his family), taking his life away. As a Gaithersburg resident, I support Kwamena’s family in demanding:

the release of his medical examination, the release of apartment complex security footage, the release

of all of the police reports, to know the source of the “tip” that led to stopping Mr. Ocran, and for the

disciplining of officers. GPD should also close its undercover street crimes unit and stop its practices of

racial profiling.

Sincerely,

Cesar Garzon

Gaithersburg, MD 20877

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From: rian adamian <[email protected]> Sent: Wednesday, March 24, 2021 10:06 AM To: Jud Ashman; Michael Sesma; Neil Harris; Laurie-Anne Sayles; Ryan Spiegel; Robert Wu Subject: I demand justice for the racist, senseless killing of Kwamena Ocran Dear Mayor and Councilmembers,

Kwamena Ocran was killed unjustly. He was approached after dark by men who were undercover. He ran away out of fear and they shot him seven times. The family saw bullet wounds in his back. I support Kwamena’s family in demanding:

the release of his medical examination, the release of apartment complex security footage, the release of all of the police reports, to know the source of the “tip” that led to stopping Mr. Ocran, and for the disciplining of officers.

GPD should also close its undercover street crimes unit and stop its practices of racial profiling. Signed, Rian Adamian

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From: Jim Rolfes <[email protected]> Sent: Tuesday, March 23, 2021 12:10 PM To: Shellie Williams <[email protected]> Cc: John Morogiello <[email protected]> Subject: Re: Term for CAAC is up and Arts in Public Places

Dear Shellie,

I think this sounds fine. I'd already been thinking about stepping out of the CAAC at the end of

my term since my primary focus had been on the youth in music areas and with my kids now in

college and COVID I've lost touch with most of those connections. I have enjoyed my

participation on the Cultural Arts Advisory Committee but I now wish to pursue other

activities. Please remove me from the CAAC at the end of my tenure on March 30, 2021. I

remain, of course, interested in the arts happenings in and around Gaithersburg and would be

happy to help out on the AIPP SC if you think I'd be of use.

Regards,

Jim Rolfes

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March 24, 2021 Dear Shellie, I have enjoyed my participation on the Cultural Arts Advisory Committee, but I now wish to pursue other activities. Please remove me from the CAAC at the end of my tenure on March 30, 2021. My best wishes for your continued success. Loretto McNally

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From: Maritza Suarez <[email protected]> Sent: Wednesday, March 17, 2021 10:11 PM To: Shellie Williams <[email protected]> Subject: Email to Mayor Ashman

Dear Mayor Ashman,

I would like to be appointed to the Gaithersburg Cultural

Arts Advisory Committee. I am a resident artist at Arts Barn and also I am a member of ALOG (Art League of

Germantown) where I have served as Vice-President. The main role as VP was to select and present local artists to be

our speakers in our monthly meetings. Also, my full-time job office is in Gaithersburg ( Kentlands). I have an interest

in Gaithersburg having an art presence would be appreciated and inspiring all ages Gaithersburg residents. I

would like to share my skills and experience with the City

and believe I can make a difference by joining the CAAC.

Regards,

Maritza Suarez-Valenti

5820 Burin St, New Market, MD 21774

703-919-9983

Best Regards,

Ma-Chi Jewelry Designs Maritza Suárez-Valenti www.Ma-ChiJewelry.com

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http://secure-web.cisco.com/1v_XZzSsBsekB8tnKSR6BjcT4-Ul55OnF7NiLoNgLlyawrowario0PKAZffqaGvSVaPFizLG42kDbLNKpzzbXj8ULVTHE8p3pVIugVcV3H_CbY0mKnwonbAI4KokdGQug-_v1Ipm_CvPYfsSLgimqq_pM9-m5zxoVgV1N6dM5g2uWniC684eIIjcrddF3ecKBC8913Xjv2rjaUzyshr5pteTYKBqgQ31cEvvCV9mHSAE9-FhRvX3BQd0IPAHif8G9Xpt8JfwdJY8jIosSeeEjBQ/http%3A%2F%2Fwww.Ma-ChiJewelry.com

FEBRUARY 2021 MONTHLY REPORT

Gaithersburg – Celebrating Diversity, Equity and Inclusion

Recreational and Fitness Classes and Programs

A variety of recreational and fitness classes and programs are available throughout the year.

The City of Gaithersburg had the distinction of being named the most ethically diverse smallcity by WalletHub in 2019. The City ranked #1 in the Small City category (population under100,000) and ranked #2 amongst all 501 communities. To ensure that diversity, equity andinclusion go hand-in-hand, City staff participated in the first-ever regional learning cohort,which was presented by the Government Alliance on Race and Equity (GARE) in partnershipwith the Metropolitan Washington Council of Governments (MWCOG). The year-longprogram provided staff an opportunity to work alongside 11 other jurisdictions eager toadvance racial equity and opportunities within their communities. As we move into 2021,staff is prepared to put those lessons to use by developing and implementing policies andpractices that will ensure equity and inclusion for all.

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Office of the City AttorneyMonthly Report – February 2021

CategoryFY 2021

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun YTDDocuments Processed through DocuSign 37 39 43 32 22 45 28 27 273Contracts Reviewed & Approved 67 43 50 36 30 27 20 26 299Council & Commission Meetings Attended 11 11 12 12 11 9 12 12 90Covenants, Deeds, Easements & Plats 16 9 14 19 16 14 14 15 117Grant & Tool Box Agreements 2 4 0 2 1 15 15 0 39Legal Advice & Opinions 63 44 56 45 43 42 41 49 383MPIA Requests Processed 23 23 28 27 15 40 17 20 193Municipal Infractions – Other 0 2 3 2 2 2 1 3 15Municipal Infractions – Abatements & Fines 0 0 0 0 0 0 0 0 0Ordinances & Resolutions Created & Reviewed 8 2 6 7 4 7 5 7 46Other Legal Documents 21 19 21 25 15 16 19 22 158Subpoenas/Other Requests for Information 1 2 3 6 3 4 4 1 24

Significant Departmental Actions

Legal Services

• Deputy City Attorney Johnson assisted in redrafting text amendment on crematorium uses after discussions with planning staff and officials.

• DCA Johnson reviewed and provided advice regarding Historic District Commission consideration to designate property at 414 East Diamond Avenue.

• City Attorney Board assisted in developing staff positions on police reform legislation and participated in meetings with Mayor and Council on staff recommendations.

• CA Board reviewed and revised Ethics Financial Disclosure forms to confirm with recent Ethics Code amendments.• CA Board and Paralegal Rhodes prepared and filed the City’s Reply Brief in Johnson, et al. v. Mayor and City

Council, et al.

Registrations and Elections

• City Attorney Board and Legal Services Coordinator Klingler reviewed and updated Election Regulations and met with PIO staff to revise the Election Communications Plan.

Meetings/Events/Community InvolvementCity Attorney Board attended the following events and meetings:• Represented the Maryland Municipal Attorneys Association (MMAA) at Maryland State Bar Association (MSBA)

meeting on advocating for vaccination priority for attorneys.• Attended Local Government Insurance Trust (LGIT) Claims Committee meeting.• Chaired the MMAA quarterly meeting and arranged for speaker on police reform legislation.• Participated in the Maryland Municipal League (MML)/Maryland Association of Counties (MACo)/LGIT Police

Reform Legislation Work Group meeting.

Deputy City Attorney Johnson attended the following events and meetings:• Attended County Bar Association District Court Bench-Bar meeting.• Presided at MSBA State and Local Government Section Council meeting.• Drafted news article for MML Newsletter reporting on the police accountability legislation.

Key Performance Data

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City Manager’s Office


Meetings/Events/Community Involvement

Monthly Report – February 2021

City Manager’s Office

Deputy City Manager Enslinger attended the following events and meetings:• Transportation Planning Board• Maryland Municipal League Board of Directors• Weekly meetings with SGA Architects and weekly walkthroughs with Forrester Construction for 16 S. Summit Avenue

• Mayor Ashman, CM Briley and staff met with Ryan Snow, Director of Intergovernmental Affairs for the Governor’s Office. • CM Briley held a series of individual budget meetings with all departments.• CM Briley introduced the FY22 Draft Strategic Plan at the Mayor and City Council Planning Retreat.• CM Briley participated in a series of Finance Director interviews. • CM Briley held a series of discussions on Police Reform and Accountability Legislative Bills.• CM Briley met with staff to review the draft Lakeforest Master Plan. • CM Briley participated in a virtual meeting with staff of Takoma Park, Rockville and Montgomery County (including Chief

Administrative Officer Richard Madaleno and County Health Officer and Chief of Public Health Services Dr. Travis Gayles) to discuss COVID vaccinations.

• CM Briley met with staff to discuss outreach and the process for registering vulnerable groups for the COVID vaccine. • DCM Enslinger worked with Stormwater staff and Wood Consulting Engineers on the proposed Stormwater Rate Model. • DCM Enslinger worked with Planning and Economic Development on the draft Lakeforest Master Plan.

Racial Equity Efforts• CM Briley hosted weekly meetings with the Racial Equity Cohort.• CM Briley met virtually with Manisha Paudel, Equity Officer for the City of Des Moines, to discuss Racial Equity

initiatives.• DCM Enslinger attended the Metropolitan Washington Council of Governments (MWCOG) Chief Equity Officers

Committee meeting.

City Manager Briley attended the following events and meetings:• MML Chapter Annual Meet and Confer with the County Executive• National Perspective on Vaccine Distribution Seminar• Served as moderator for the Public Sector Executive Roundtable – Building Blocks for a Better Future, hosted by the

National Forum for Black Public Administrators (NFBPA).

Mayor and City Council Travel Expenses - FY20 Year-to-Date

Ashman Harris Sayles Sesma Spiegel WuAnnual Expense Limit ($4,000)

UsedRemaining

Additional Allocation ($2,000)Used

RemainingSpousal Travel ($500)

UsedRemaining

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CommunicationsSignificant Departmental Actions



• Engaged in winter weather communications for multiple storms. • Presented FY22 Communications Strategic Direction at Mayor and City Council Planning Retreat.• Developed Communication Plan for 2021 municipal election.• Produced Spring Sports Guide and comprehensive Go! Gaithersburg Guide/Summer in the City Camp Guide (first

print edition since spring of 2020).• Britta Monaco will co-chair and Karla Contreras will be a member of the Upcounty COVID Communication

Committee, working to encourage vaccine preregistrations.• Created graphics and promoted the month long St. Patrick’s Day Celebration at Rio, which takes place in March.• Revamped website Project Pages for emphasis and clarity and developed plan for incorporation of updates in the

weekly e-newsletter. • Social media highlights: Communication of the NIST incident, vaccinations, Black History Month, classes and

summer camps, and Recycle Coach video tips.• Significant web updates: Summer camps, sports & classes, PACT Police program, Budget Survey results, MPDU

Updates, Public Works Director position post. • Coordinated/aired seven Zoom meetings of the Mayor & City Council, Planning Commission and HDC.

Livestreamed meetings and provided recap of regular Council meetings on social media. Coordinated Zoom Police PACT meeting. Posted preview of “The Mountaintop.” Participated in 16. S. Summit Avenue site visit.

• Additional Projects: Mini Golf and Water Park season materials, Valentine’s Day, Skywatching, Green Cocktail Series, HR training flyer, Environmental Film, Spring Storytime, Murder at the Mansion, gallery exhibits, new templates for multiple e-newsletters.

• Meetings: MWCOG COVID-19, Mont. Co. COVID Vaccine Communication Committee, Green Month Planning, Digital Signage at 16 S. Summit, Employee Intranet Features, State of the City Event Planning, Community Services Newsletter, Archive Social, Zoom Meeting Technicalities, Observances and Proclamations


Most visited webpages: Jobs, Alert Gaithersburg, Summer Camps. Top newsletter clicks: Diversity ranking, NIST community meeting, NIST Q&A. Highest engagement/reach on Facebook: NIST statement (781 engagements/1.7k reach), snow emergency (414 engagements/10.3k reach), vaccination reminder (172 engagements/2.3k reach). Most video views on YouTube: Gaithersburg: The History (176). Most impressions on Twitter: MoCo Show bobcat sighting (7.8k). Highest engagement on Twitter: MoCo Show bobcat retweet (179), diversity ranking (110). Most engagement and reach on Instagram: Little Free Library at Constitution Gardens (150 engagements/1.7k reach), COVID half-staff commemoration (112 engagements/ 1.1k reach), Valentine’s Day hearts (96 engagements/942 reach). Nextdoor: 27.2k impressions. Highest were for snow emergency, traffic signal installation, St. Patrick’s Day.

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Community Services



Monthly Report - February 2021

• Tawana Lofton continues to coordinate a weekly housing counselor meeting with the County and nonprofit partners and also coordinated a new House Sharing program information session.

• Tawana Lofton attended several Financial Empowerment conferences and the National Forum for Black Public Administrators Virtual Summit.

• Karla Contreras and Britta Monaco participated in three meetings of the Upcounty COVID Community Committee. • Karla Contreras hosted a Gaithersburg Coalition of Providers meeting with 45 nonprofit representatives to discuss

the 2021 VITA free income tax program.


• Staff continues to address a record breaking level of calls for assistance from City and County residents, school personnel, nonprofit partners, and landlords. Resource materials continue to be printed and distributed.

• Maureen Herndon was part of the fire response team with Neighborhood Services, nonprofit housing partners and Mont. Co. government to assist displaced Fireside Condominium families with a wide ranges of needs.

Community Services (CS)

Homeless Services (HS)

• CS/DC and Homeless Services Division Manager (HSDM) participated in virtual meetings including Coordinated Entry Services Committee; Housing Initiative Programs; Street Outreach meetings; and COVID-19 Crisis Response Zoom calls.

• Resident activities included a Financial Navigator Workshop and participation in biweekly COVID-19 testing.• There were two new admissions in February. One female resident moved in to her own housing via the Rapid

Rehousing program.

Services February 2021 FY YTD 2021 FY YTD 2020 YTD Comparison

Client Direct Calls/Services (households) 104 1,269 230 452%School and CC! Contests (youth participants) and School Support 3 63 5 1160%

Partnership/Capacity Building (individuals) 10 487 656 -12%Educational/Outreach Events (individuals/resource materials) 45 12,483 3,489 258%Housing Assistance (households/CDBG Funds) 7 58 24 142%Wells/Robertson House (bed nights) 215 1,587 3,047 -48%DeSellum House (bed nights) 140 1,215 1,152 5%Street Outreach (individuals engaged) 8 98 66 48%Housing Initiative Program (individuals case managed) 10 10 6 67%Bank on Gaithersburg Program/Navigator (participants) 46 633 473 34%

Community Services (CS)

Homeless Services (HS)

• Eight Homeless Services staff are now fully vaccinated against the COVID-19 virus.• Two site visits were completed for Housing Initiative Program and Street Outreach/Wells Robertson contracts.• Our Clinical Supervisor/Discharge Coordinator (CS/DC) (Jansky) attended virtual training with The Emergency Food

Assistance Program

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Monthly Report -

Economic Development

Category February 2021 January 2021 December 2020 November 2020

Class A & B Vacancy 6.6% 8.1% 8.3% 8.3%

• On February 19, the Economic & Business Development Committee received a presentation from representatives of Kimco Companies on a proposed, mixed-use project for 18501 North Frederick Avenue (Flor & Décor).

• On February 25, the Olde Towne Advisory Subcommittee discussed proposed uses for CDBG funds to support the local business community and improvements to the Olde Towne Park Plaza.


Significant Division Actions



• Economic Development staff participated in numerous calls with county, state, federal, and nonprofit partners relating to economic impacts and responses to the COVID-19 public health crisis.

• Economic Development staff received and reviewed multiple applications for assistance through the City’s COVID Micro Grant program, which is funded through our CDBG-CV allocation.

• Assistant City Manager Lonergan provided updates to City businesses and commercial property owners on available COVID-19 related funding and support programs.

• Economic Development staff continued to participate in County work groups focused on COVID-19 recovery efforts.

• ED staff reviewed several applications for assistance through the City’s Toolbox program.

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Finance & Administration

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

Property Taxes Hotel & Admissions Taxes Intergovernmental Licenses, Permits & Fines All Other Revenue

FY 2020 YTD Actual FY 2021 YTD Actual



• Finance participated in budget review meetings with each department and the City Manager’s Office to review budget requests for the 2022 Fiscal Year.

• Two finance employees, Procurement Division Chief Melayne A.C. Richards and Chief Accountant Francis Dohnji, attended the National Forum for Black Public Administrators’ Annual Conference.

• Two new solicitations were published by Procurement: Pavement Condition Survey & Right-Of-Way Asset Inventory of City’s Road Network & Parking Lots and Roadway Resurfacing, Curbs, Sidewalks & Misc. Appurtenances.


Expenditures

Revenues

General Fund Revenue FY20

YTD ActualFY21

BudgetedFY21

YTD ActualPercent

Collected

Property Taxes $29,736,426 $30,178,200 $30,307,552 100%

Hotel & Admissions Taxes $1,600,218 $2,020,000 $237,646 12%

Intergovernmental $10,199,926 $19,927,153 $12,385,819 62%

Licenses, Permits & Fines $3,877,295 $6,232,130 $3,841,681 62%

All Other Revenue $8,750,197 $10,993,054 $6,439,685 59%

Total General Fund Revenues: $54,164,062 $69,350,537 $53,212,383 77%

General Fund Expenditures FY20

YTD ActualFY21

BudgetedFY21

YTD ActualPercent

Expended

City Manager's Office $1,008,036 $2,178,497 $1,044,585 48%

Community & Public Relations $2,345,785 $3,599,486 $2,308,461 64%

Finance & Administration $1,098,415 $1,740,893 $1,016,875 58%

Human Resources $791,591 $1,235,488 $743,734 60%

Information Technology $1,416,500 $2,279,694 $1,518,297 67%

Mayor & City Council $281,104 $493,020 $304,465 62%

Office of the City Attorney $549,536 $780,605 $506,911 65%

Parks & Recreation $5,873,509 $9,605,818 $3,726,782 39%

Planning & Code $3,522,867 $5,567,378 $3,380,120 61%

Police $6,298,253 $9,710,447 $6,335,646 65%

Public Works $8,556,047 $15,295,358 $8,593,175 56%

Non-Departmental & Transfers $12,064,966 $16,863,853 $13,989,999 83%

Total General Fund Expenditures $43,806,609 $69,350,537 $43,469,050 63%

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Human Resources




• The following full-time job announcements were posted: Administrative Assistant I (PW); Program Supervisor (PR&C); Animal Control Officer I (P&CA); Maintenance Worker I (PW).

• The following part-time job announcements were posted: Camp Counselor (PR&C); Camp Team Leader II (PRC); Miniature Golf Attendant/Manager (PR&C); Lifeguard/Pool Attendant (PR&C); Instructor (PR&C).

• 815 employment applications were received, and no new hires (PT and/or FT) were processed.• 22 unemployment claims were processed.• HR staff processed and mailed “1095 Forms” to staff in the first week of February.• HR staff participated on interview panels for the following departments: Finance & Administration and the Police.• Human Resources staff attended many webinars and trainings.

• A NEOGOV Perform training was conducted on February 3.• ConnectCare3 hosted a webinar on Stress Management on February 4. • Virtual CPR/First Aid classes were held on February 10 & 23.• A virtual Staff Leadership Series commenced on February 18; the course will consist of nine sessions over a three-

month period.• Staff attended the NFBPA Virtual Summit on February 24, 25 & 26.


Category February FY 2021 February FY 2020 Year-to-Date FY 2021 Year-to-Date FY 2020

Workers Compensation 3 2 33 38

New Hires 0 2 18 25

Terminations 0 0 14 15

Retirements 0 0 5 7

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Information Technology



• 16 S. Summit Building Construction - Participated in the Fitness Center Request for Proposal (RFP) review and finalist interviews. Facilitated the review of the network contractor submittal. Participated in the Design Team review of security submittal. Participated in on-site meeting at the millworker’s shop in Pennsylvania to go over design and construction of the dais furniture which is being built there.

• Copier Replacement - Presented a resolution for the purchase of copiers and services at the February 16 Mayor and Council meeting, which was approved. The new batch of copiers will replace the current fleet, installed in 2015, and will provide enhanced copying features to more City facilities. Continued work on the configuration and integration of a test unit into the City infrastructure.

• Pavement Condition Survey - Geographic Information Systems (GIS) staff have been working with Public Works staff to provide technical details and refine the scope of work for the Pavement Condition Survey RFP.

• GIS Updates - This year's updates to the Casual User Tool Bar in ArcMap and the tax import from the State Department of Assessment & Taxation (SDAT) for tax parcels have been completed. ArcMap is the primary application used by City GIS users, and the Casual User Toolbar is a custom software component which is used by many GIS users.

• Fuel Management System - Completed a contract to procure new vehicle on-board sensors which help manage fuel dispensing and report on fuel usage. Installation of the new sensors will be done by Public Work's Fleet Operations team.

• Arts Barn Lighting - IT project management and Park & Recreation staff met with City code inspectors and Facilities staff to develop a plan and remediation steps to resolve structural and rigging issues which had been identified in January. Work on the lighting and rigging improvements will continue after the remediation steps have been completed.

• Milestone Upgrade - Completed an upgrade of Milestone, the City's video camera management and recording system.

• Microsoft 365 Migration - Brought up a new mail server in order to test integration with cloud-based Microsoft mail servers. Rather than directly housing mail databases and users, this server will be the interface/conduit between the City users currently hosted locally and the test users who have had their mail moved to the Microsoft cloud.

Key Performance DataCategory December 2020 January 2021 February 2021

Number of Commercial Applications Supported

180 184 184

Number of In-House ApplicationsSupported

38 38 38

Number of MS Windows Desktop/LaptopSystems Supported

383 383 384

Number of Helpdesk Tickets Closed 154 212 134

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Planning & Code Administration

Category December 2020 January 2021 February 2021

Planning Applications Approved 36 36 39

Permits Issued 202 250 205

Licenses Issued 92 167 281

Construction Inspections Performed 551 671 510

Property Inspections Performed 432 430 899

Notices of Violations Issued 100 87 322

Municipal Infractions Issued 1 2 2

Service Requests Investigated 276 304 428

Passports Processed 38 47 70

TOTAL REVENUES COLLECTED $157,958 $494,251 $162,859




• Permits and Inspections and Neighborhood Services, along with Community Services staff, responded to a major fire at Fireside condominiums that took place on February 7. Fourteen families were initially evacuated, but seven were able to return to their units on February 8. Staff continues to work with the owners to expedite the approvals for reconstruction.

• Following recent snow events, Neighborhood Services staff conducted proactive inspections of sidewalks to remind residents and businesses of their responsibility to remove snow and ice where their property abuts a public sidewalk.

• Long Range Planning staff have circulated a first draft of the proposed Master Plan Amendment for Lakeforest Mall in advance of a multi-departmental team meeting on February 10.

• Permits and Inspections staff responded to a small fire in a townhouse in the 500 block of Odend’hal Avenue in Hidden Creek on February 16.

• Permits and Inspections and Public Works staff conducted a structural review of the plans for the mixed-use building at 315 East Diamond Avenue (Fishman Property) on February 23.

• During their February 3 meeting, the Planning Commission recommended approval to the Mayor and City Council of the Schematic Development Plan (SDP) for 700 North Frederick Avenue. The plan proposes redevelopment of the property with 461,100 square feet of mixed commercial development.

• Planner Jasmine Forbes attended the February 4 pre-submittal community outreach meeting for Whip Clean Carwash, which is being proposed for the properties located at the corner of Central and South Frederick Avenues.

• Commercial Permitting Manager Rob Emard met with Economic Development and Planning staff to discuss a proposed Olde Towne façade renovation.

• Commercial Plan Review staff and the City Fire Marshal met with a Fire Protection Engineering Consultant firm and the Park Summit Condo Management to discuss the replacement of their entire sprinkler system.

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PoliceSignificant Departmental Actions



• Officer Breck was selected as Officer of the Month for his continued performance in carrying out a number of high-importance projects. The Covid lockdown created significant slowdowns and stoppages affecting numerous vendors providing critical supplies, including ballistic vests, firearms and radio system upgrades. Officer Breck remained tenacious throughout thesechallenging times and managed to persuade vendors to fulfill their obligations in a timely manner. Officer Breck did all thiswhile maintaining a critical role in the new station construction project, managing the Police Department’s fleet of patrol vehicles, and the Quartermaster function.

• Chief Sroka attended 27 in-person and virtual meetings on various issues.• Community Services staff / members of the police department have participated in the following meetings / events:

– Officers Kirk, Lane and Blackmon participated in the oral interview phase for police officer applicants and cadets. – Officer Kramer & the Cadets attended a webinar by Valor for Blue on remaining calm during difficult situations. – Crime Analyst Ingram and Officer Lane attended an online meeting with Community Services staff discussing how

domestic violence has impacted our communities during the pandemic and what resources the City or the police department could provide.

– Corporal Thompson, officers from patrol and Community Services staff assisted the county with the vaccine pods site at the Public Safety Training Academy (PSTA).

– Lieutenants Eastman and Vance, Officers Blackmon and Lane, and Montgomery County Police representatives attended an online Police and Community Together (PACT) meeting to discuss the School Resource Officer program.

Key Performance DataCategory FEB FY20 FEB FY21 YTD FY20 YTD FY21

*Calls for Service/Officer as Primary 1,614/999 1,267/1,140 14,348/8,412 12,6503/10,431

Training Hours 1,022 1,220 9,938 10,107

Traffic Violations 404 201 3,704 1,510

Parking Violations 165 115 1,791 320

DUI Arrests 18 10 149 89

Adult Felony Arrests 8 4 82 47

Juvenile Felony Arrests 0 1 9 1

Street Crimes Unit Arrests 4 0 76 51

Detective Arrests 1 0 11 8

New Cases / Detectives 8 8 82 89

Cases Closed by Detectives 0 8 38 29

Check on Patrols / Community Complaints 2 COP & 2 CC 4 COP & 1 CC 28 COP & 17 CC 47 COP & 8 CC

Number of Body Camera Videos 3,260 3,428 29,065 27,153

Seneca BeatStreet Robberies – 1Commercial Robberies – 1Aggravated Assault – 3Residential Burglaries - 2Commercial Burglaries – 0Theft from Vehicles/Theft of Vehicle Parts – 14

Frederick BeatStreet Robberies - 3Commercial Robberies – 0Aggravated Assaults – 2Residential Burglaries – 1Commercial Burglaries – 1Theft from Vehicles/Theft of Vehicle Parts – 6

*The above data was gathered from a CAD extraction of Calls for Service that has not had data verification for Uniform Crime Reporting (UCR) submission so all information is to be considered “preliminary”.

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Monthly Report -

Parks, Recreation & CultureMonthly Report – February 2021

Category February 2021 Year-to-Date FY21

Activity Center / Picnic Pavilion: Bookings (Attendance) / Mini Golf Attendance 1 (8) / 0 (0) / 0 79 (19,282) / 0 (0) / 6,619

Aquatic Center Attendance / Water Park Attendance 43 / 0 1,028 / 4,478

Arts Barn In-Person Attendance 225 1,625

Benjamin Gaither Center Virtual Programs (Registrants , Attendance / Meals) no data, 524 / 113 197, 3,620 / 1,647

Casey Community Center Bookings / Attendance 0 / Virtual 15 0 / Virtual 65

Community Museum Attendance 27 354

Cultural Events and Svcs. Virtual: Total Programs / Free / Fee-Based / Facebook Views 15 / 1,640 / 37 / 7,56171 / 15,009 / 381 / 117,702

Kentlands Mansion and Green Programs and Rentals / Attendance 2 / 101 206 / 491

Youth Centers Program Attendance: In Person / Virtual 635 / 0 3,450 / 159

Youth Sports including Skate Park / Adult Sports (Virtual) 0 / 0 (0) 4,583 / 48 (6)




• The Mayor and City Council voted to name the new park at the former Consumer Product Safety Commission (CPSC) site “Pleasant View Park.”

• Staff attended the Virtual Maryland Recreation and Parks Association (MRPA) Winter General Membership meeting, which included a training session titled, “The Future of Recreation and Parks” by Tom O’Rourke.

• PRC staff received a presentation from Dr. Maureen Dougherty titled, “Running a Marathon (with hurdles): Endurance, Strength, and Mental Fortitude.”

• DPR&C Muller presented the updated PR&C Strategic Direction to the Mayor and City Council at the February 22 Planning Retreat; attended the virtual ‘Taking Nature Black’ conference; participated on the initial interview panel for the Finance Director position and on the final interview panel for the Recreation Supervisor position for Sports.

• As MCPS buildings are unavailable, 2021 Summer Camps have been relocated and will use only City facilities.

• Police Candidate and Program Supervisor interviews were held at the Activity Center at Bohrer Park. It was also the site of a coat distribution, which served approximately 50 families.

• Benjamin Gaither Center and Community Services are coordinating to ensure City of Gaithersburg seniors are able to register for a COVID-19 vaccine.

• Casey Community Center hosted several Let’s Cook @ Casey virtual programs including: One Pot Meals: Creole, Valentine’s Day Brunch, and Homemade Kimchi.

• Celebrating African American History Month, Casey Community Center’s Tasty Books Kit: Ron’s Big Mission was released on February 4, 2021. The book focuses on childhood experiences of astronaut Ronald McNair.

• Cultural Events & Services staff are participating in the five-month-long Maryland Arts Institute of Racial Justice Winter 2021 Academy offered by the Maryland Citizens for the Arts.

• Winners of the 2021 Young Artist Awards competition performed in a prerecorded concert which aired on February 5. Remarks were made by Mayor Jud Ashman, City Council Vice President Mike Sesma, and Council Member Laurie Anne-Sayles.

• The Youth Center Study Bubble programs were filled to capacity with 40 participants, and registrants filled all classes of Youth and Teen Spring Sports.

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Public WorksSignificant Departmental Actions


• Public Works Maintenance Teams – The Landscaping and Forestry team pruned 53 trees in various locations around the City; the Parks Maintenance team performed tree work around Lake Nirvana; performed snow removal services; cleared vegetation from guardrails in various locations; undertook litter collection in various locations around the City; and completed On Demand Bulk Pick Up.

• Facilities and Capital Projects – Staff responded to various building issues throughout the month. Staff completed a total of 144 work orders, which consisted of 74 Corrective and Building Service work orders and 70 Preventative Maintenance (PM) work orders. Routine work included annual fire alarm testing, quarterly fire sprinkler testing, annual fire extinguisher certifications, quarterly HVAC PMs, monthly elevator PMs, monthly pest control services, and monthly building inspections.

• Engineering Services Division – Staff completed 14 reviews over four DRT project review cycles; staff also approved two small cell permits; construction began on the signal improvements at Brookes Avenue and North Summit Avenue; Engineering staff selected a consultant for the design of the pedestrian bridge over Great Seneca Highway; and the City’s lighting maintenance contractor followed up on relamping punch list items.

• Stormwater/Environmental Services – Staff completed 16 development plan review cycles across eight different sites; continued work on the Stormwater Program Fee update and meeting the State’s requirements at the Kentlands dams; participated in one of a series of Metropolitan Washington Council of Governments (MWCOG) meetings on the public’s acceptance of stream restoration projects; planning for Green Month and a second compost site at Casey Community Center were underway.

CIP # CIP Description % Complete CommentsSW00005 Victory Farm SWM and Stream 30% Plans under review. Work on dam breach analysis underway.

0000011 Pleasant View Park Development Design 98% 100% design development completed. Final site plans approved by the

Planning Commission. Solicitation documents preparation initiated.

0000049 DPW Fuel Tank Replacement/Design Phase 100% Conceptual design is complete. Project is on hold until a decision is made

on the location choices with regard to the DPW Master Plan Project.

0000062 Water Park – Pump Room Renovation, Design-Build 90%

Demolition completed, design completed, permit applications submitted. Filter tanks, motor and pumps arrived on site. Mechanical, electrical and plumbing preparation initiated.

0000135 IT Fiber Duct Bank – City Hall to Parking Garage 97% RFB draft being reviewed before posting for bids.

SW00012 Rabbitt Road Stream Restoration 30% Plans under review. Community outreach begins; design contract renegotiations for expanded scope includes PW outfall pipe replacement.

SW00015 Solitaire Court Stream Restoration 96% Permit submissions, easement documents, outreach and procurement underway. Special provisions reviewed.

Key Performance DataCIP Design Phase

CIP # CIP Description % Complete Comments

0000011 Pleasant View Park Development Construction 38% Pepco relocated poles at the park entrance. Comcast completed service

relocation. Verizon processed a work ticket to relocate their service line.

0000007 0000114

Construction of New Police Station and Mayor and City Council Chambers 76%

Painting began on the 2nd and 3rd floors. Major electrical and mechanicalequipment is being installed and connected inside the new electrical andmechanical rooms. The pillars for the dumpster enclosure wereinstalled. PEPCO installed the new transformer, but due to weatherconditions, they will have to return and hook it up. Various electrical,building controls, fire alarms, IT, lighting and media/digital cablingcontinue to be run and terminated throughout the building.

0000161 Kentlands Mansion Second Floor Bathroom Renovations 100% Project is complete.

SW00009SW00010

Watkins Mill Road and Travis Avenue Stream Restoration 95% In-stream work is complete; floodplain grading to finish early March;

landscaping in April.

CIP Construction Phase

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