Over the next few weeks, Annapolitans for a Better Community (ABC), will introduce, comment and expand on ideas and issues we believe have great promise for “Reimagining Annapolis”. These ideas could improve governance for the City of Annapolis, along with providing major opportunities to reduce the City’s operating budget while allowing for a lower property tax burden on residents. We encourage your comments and involvement.
On March 20, 2019, the City Dock Action Committee (CDAC) sat for its initial kick-off meeting. Appointed and formed jointly by the City of Annapolis and Historic Annapolis, Inc. the CDAC was charged to ‘reimagine’ City Dock, responding to recommendations of the Urban Land Institute (ULI). The ULI documented the urgency and importance of protecting the residents and businesses of historic downtown Annapolis from the constant and growing threat of higher rising tides, more intense storms and the severe flooding that impacts public convenience and economic viability.
Now known as the City Dock Resiliency Project, the ity’s implementation team has successfully completed the project’s first phase with opening of the reimagined Hillman Garage, allowing for removal of many on-street parking spaces at City Dock. The next phase, the City Dock itself, will be underway in the future. It is overdue. City Dock, as we know it, has not changed much since the 1774 sinking of the merchant ship Peggy Stewart in Annapolis harbor, in protest of British taxation of colonial commerce . City Dock will soon be completely “reimagined”.
While Mother Nature’s rising sea level has served as the catalyst for the City Dock improvements, Father Time is calling for broad changes in the governance and fiscal aspects of City government, to make government more efficient and cost-effective.
The governance structure of the city has, essentially, remained unchanged for over 300 years. Upon sailing onto the shores of the Severn in 1649, the Puritans fleeing Virginia for religious freedom named the area ‘Providence’. It was later renamed ‘Anne Arundel Towne’ in honor of Princess Anne of Denmark, wife of Lord Baltimore. In 1659, the Royal Governor of the Maryland Colony made Anne Arundel Towne the Capital of the Colony and renamed it Annapolis in honor of King James’s youngest daughter, Princess Anne. In 1708, Annapolis was granted a municipal Charter by the General Assembly of the Colony. The City thereby was given independent power to govern with a Mayor, six Aldermen, and provision for a common council of ten.
The municipal powers of the city were later challenged in court and then substantially diminished. It was not until the 1950s, when the population numbered about 10,000, that full “home rule” was granted and Annapolis expanded to include Eastport and Parole. The City Council, deemed the governing authority, consisted of the mayor, to be elected citywide, and the council with eight City aldermen, each elected by ward. The mayor was limited to two consecutive four-year terms, and the aldermen had no term limits. Official actions of the city are determined by vote of the City Council, the mayor being one vote among nine. The council manages and oversees all matters of City business through an elaborate committee structure. The city has essentially been governed by committee since 1708 … for over 300 years.
Today, Annapolis is a sizable community. The city operating budget is nearly $200 million. The work-force is very large, with almost 700 full-time staff and contract employees. It is the county seat, the state capital and home to the U.S. Naval Academy. Its population now exceeds 40,000, not including about 4500 Academy residents. An enterprise of this size and scope cannot be efficient, nor effectively sustain itself, being run by committee.
The time has come for a change in governance on several fronts. Annapolis is poised to reimagine itself, as did its parent county, Anne Arundel, in 1964 after more than 300 years of governance by committee with county commissioners. Not unlike the city’s “weak mayor” committee system of governance, the county commissioner governance structure was lacking is administrative organization and saddled with a failed decision-making mechanism. To meet the challenge of managing increasing demands for service delivery, population growth and economic diversification, the voters executed a successful referendum and adopted a new charter that established a strong executive separate and independent from the County Council. No more rule by committee. The county executive was to plan, organize, direct, staff. coordinate, budget, manage and control all governmental operations. The council was to oversee the governance, set policy, pass legislation and adopt a budget as formulated by the executive.
While the county’s change in governance provides a blue-print for similar considerations for Annapolis, there are other structural issues, previously studied by Annapolis citizen committees. These includes a shift to non-partisan elections and the consideration of term limits in a reimagined Annapolis. Finally, organizational efficiencies through consolidation of certain services with Anne Arundel County also need closer consideration, to lessen the tax burden on Annapolis taxpayers.
After 300 years of governance by committee, Annapolis is overdue in reinventing itself to effectively govern in today’s world. Like our nation, our state and our county, reorganizing the Annapolis structure of governance into separate and independent legislative and executive branches would enhance the efficacy of decision-making. Thus, reconsideration of the best form of government for Annapolis, coupled with a term-limited City Council is a good place to start. Similarly, lowering the cost of city government through consolidation of selected city services with the county (after all, the city is a part of the county), along with certain other changes in property tax policy, will make housing more affordable in Annapolis. Lots to consider. In the coming weeks this series of articles will review, discuss and focus on areas we believe will help Annapolis live up to its best potential. Opportunity awaits!”
We want – and need – the support of residents and voters who feel, as we do, that it is time for Annapolis to improve the efficiency of its governing structure with the potential to reduce the cost of services. In doing so, Annapolis can become the “affordable” community we all desire. To stay involved, please join us in this community effort, by going to our website: ABCAnnapolis.org to learn how you can help improve Annapolis for its residents.
By Larry Shubnell
Annapolitans for a Better Community
Larry Shubnell served as budget officer of Anne Arundel County under County Executive Joe Alton and worked as head of Budget Review for the Maryland General Assembly, head of the Office of State and Local Government for the U.S Treasury Department, and head of Public Finance Investment Banking for Legg Mason. He can be reached at [email protected]
