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CommUNITY 2030
Annual Work Plan FY 2022
Final Post-Budget
Part 1: Mayor’s Annual Work Plan Theme
Public health and economic sustainability are the top priorities for this fiscal year. We must strive to be flexible and responsive to the changing needs of the community. Therefore:
Finally, to the extent possible, we will continue to work on several FY21 initiatives and actions that were not fully accomplished due to the public health and economic disruptions caused by COVID-19. |
Part 2: Selected High Priority Strategic Initiatives
Quarterly Status Key | |
Under Consideration (U) | Under consideration / no action taken at this time |
Advocating (E) | Encouraging and supporting others to act/no direct City action |
Planning (P) | Preliminary planning by City staff underway |
Active (A) | Dedicated City staff time towards action (approved funding) |
Suspended (S) | Temporally suspended due to changing circumstances |
Completed (C) | Primary objective achieved / Project substantially complete |
Not Considered (N) | Action item deemed no longer strategically relevant |
Goals, initiatives, action items, and quarterly status updates | ||||||
Goal | Initiative | Action (Department) | 1st Qt. | 2nd Qt. | 3rd Qt. | 4th Qt. |
SG1 Sustainable Urban Planning | 1.01.001 Collaborate with county/state/federal/non-profits for the creation of affordable housing options | 1.01.001.0001 Seek additional Federal grant options for affordable housing programs (HHS, OM) | A | A
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1.01.002 Implement proportionate housing type goals as set by the Metropolitan Washington Council of Governments. | 1.01.002.0001 Incorporate MWCOG housing goals into the Comprehensive Plan (Planning) | C |
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1.02.001 Prioritize and Implement small-area planning throughout the City | 1.02.001.0001 Using the recently adopted Comprehensive Plan, the Planning Department will prioritize 7 Small Area Plans (SAP) listed in the Comprehensive Plan (LU Policy 9). (Planning) | P | P |
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1.02.002 Determine suitability of incremental implementation of form-based zoning code through Small Area Plans | 1.02.002.0002 Create a workplan for the East Street Corridor SAP to define the goals and outcomes in preparation of starting the form base code process (Planning) | A | A |
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1.02.002.0003 As part of the East Street Corridor SAP, start to define a corridor, needed infrastructure, and road design. This project will require the assistance of all the departments within the City. (Planning) | P | P |
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1.03.002 Implement and resource the approved Sustainability Plan | 1.03.002.0003 Establish and pilot a City composting program (Sustainability, Operations) | A | A |
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1.03.002.0006 Explore the suitability and utilization of the IGCC as part of building permit reviews in concert with the recommendations of the Climate Emergency Mobilization Workgroup (Sustainability, Building) | P | P |
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1.05.003 Increase the number of minority and women owned businesses. | 1.05.003.0001 Complete the Disparity Study and implement the recommendations (Budget, Purchasing) | A | C |
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SG2 Social Well-Being | 2.01.001 Grow resources for effective emergency shelters, transitional housing, and permanent supportive housing programs. | 2.01.001.0001 Apply for federal and state funding to provide a wide range of homeless services. (HHS, OM) | A | A |
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2.01.002 Increase the number of truly affordable workforce housing | 2.01.002.0003 Develop and fund a Rental Licensure Program (HHS) | A | A |
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2.01.002.0004 Develop an Accessory Dwelling Unit Ordinance (Planning) | A | C |
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2.02.001 Design, construct, and maintain safe, effective, and secure public facilities and infrastructure | 2.02.001.0005 Begin implementation of the Flood Resiliency Plan as recommended by Army Corp of Engineers (Engineering, Operations) | A | A |
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2.04.001 Seek partnerships and opportunities to improve, expand, and enhance the utilization of Westside Regional Park | 2.04.001.0001 Continue efforts to secure outside funding of recreational amenities for Westside Regional Park (Parks & Rec, OM) | A | A |
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2.04.002 Develop and implement a City Parks and Recreation Master Plan | 2.04.002.0001 Fund and conduct a City Parks and Recreation Master Plan (Parks & Rec) | A | A |
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2.05.001 Create an annual assessment of operations geared to comprehensively improve and enhance human services programs provided by the City | 2.05.001.0001 HHS Director to create and conduct a comprehensive annual assessment of housing and human service delivery (HHS) | A | A |
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SG3 Safe and Vibrant Community | 3.01.001 Implement and resource the Police Department Strategic Plan | 3.01.001.0001 Implement modified police officer deployment including bicycle and foot patrols to provide finer grain coverage and personal understanding of the community (FPD) | P | P |
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3.01.005 Create a comprehensive action plan to enhance safety of public spaces | 3.01.005.0005 CIP for continuous improvements to City facilities safety and security (RSC) | A | A |
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3.02.002 Identify and support catalytic projects that provide significant economic incentives fostering urban reinvestment
| 3.02.002.0003 Develop and release a Master Developer RFP for the redevelopment of surplus City owned property (DED, OM) | S | S |
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3.02.002.0004 City and County to work collaboratively with Plamondon Hospitality Partnership toward the delivery of a Downtown hotel and conference center (DED, OM) | A | A |
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SG4 Competitive Employment | 4.01.001 Ensure that City Government employees are provided competitive salaries, benefits, and work schedules. | 4.01.001.0002 Continuously evaluate employee pay and benefits for City government employees (HR) | A | A |
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4.04.001 Evaluate City polices and procedures to support diversity and inclusion strategies | 4.04.001.0001 Complete the Diversity and Inclusion Master Plan (D&I Plan) and implement recommendations (HR) | A | A |
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4.04.001.0002 Establish a new City staff position focused on diversity, inclusion, and minority affairs. (OM) | C |
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4.05.002 Invest in the summer youth work program and City Internships to train and connect workforce to employers | 4.05.002.0001 Establish a standardized student internship program to gain experience within City departments centralized through Human Resources (HR) | C |
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4.05.002.0002 City government to coordinate with local colleges and universities to offer student internships (HR) | P | A |
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4.05.004 Support and grow entrepreneurial incubator/accelerator programs | 4.05.004.0001 Provide small business micro-grants to defray the negative economic impacts of COVID-19 (DED) | C |
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SG5 Enhanced Mobility | 5.01.004 Adjust regulations to include all modes of mobility | 5.01.004.0002 Complete Mobility Fee Study (Engineering) | A | A |
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5.03.001 Advocate for high quality effective and efficient local public transportation options
| 5.03.001.0001 Complete the Downtown Parking and Circulator Study and consider implementation of the recommendations (DED, Parking) | A | C |
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SG6 Civic Engagement | 6.01.001 Enhance communication between government and the Neighborhood Advisory Council (NAC) | 6.01.001.0001 Implement consistent NAC notification channel/newsletter (Communications) | A | A |
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6.01.001.0002 Improve NAC websites to be of greater resource to NACs (Communications) | A | A |
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6.01.001.0003 Convert NAC social media pages to align with social media policy and to promote more significant conversation and collaboration (Communications) | A | A |
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6.04.001 Ensure translation/interpretation services are available at City functions for the deaf and for whom English is not their primary language | 6.04.001.0001 Launch bi-lingual pay program to aid in on-site translation services (Communications) | A | P |
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6.04.001.0002 Invest in and launch technology to expand closed captioning services for public meetings (Communications) | A | A |
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6.04.001.0003 Invest in and launch technology to expand translation services at our customer/residents service desks and locations (Communications) | A | C |
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Status of Annual Work Plan-FY21
Status Key
Evaluating | Under consideration / no action taken at this time |
Advocating | Encouraging and supporting others to act / no direct City action planned |
Planning | Preliminary planning by City staff underway/no funding approved * |
Active | Dedicated City staff time towards action / funding approved * |
Paused | Primary efforts by City staff suspended due to changing circumstances |
Completed | Primary objective achieved / Project substantially complete |
Not Considered | Action item deemed no longer strategically relevant |
* If applicable – only applying to actions that have a fiscal impact to implement
Action Item | Dept. | 1st Qtr. | 2nd Qtr. | 3rd Qtr. | 4th Qtr. |
1.01.003.0001 Create a Department of Housing and Human Services that consolidates Community Development, FCAA, and all housing programs under one coordinated umbrella organization | HHS | Completed | --- | --- | --- |
1.01.003.0002 Hire a director to lead the Department of Housing and Human Services (HHS) | HHS | Completed | --- | --- | --- |
1.02.002.0001 Complete the 2020 Comprehensive Plan | Planning | Active | Active | Completed | --- |
1.05.003.0001 Complete the Disparity Study and implement the recommendations | Budget / Purchasing | Active | Active | Active | Active |
2.04.001.0001 Secure outside funding of recreational amenities for Westside Regional Park | P&R/OM | Active | Active | Active | Active |
2.05.001.0001 Incoming HHS Director to create and conduct a comprehensive annual assessment of housing and human service delivery | HHS | Planning | Active | Active | Active |
3.01.004.0001 Develop a vacant property registration ordinance (VPRO) | OM | Active | Completed | --- | --- |
3.01.005.0003 Develop a consolidated City security camera program for City Facilities | RSC | Planning | Active | Active | Active |
3.01.005.0004 Develop a City security camera priorities plan with expectation of annually adding or improving at least 10 cameras | RSC | Planning | Active | Active | Active |
3.01.005.0005 CIP for continuous improvements to City facilities safety and security | RSC | Planning | Planning | Active | Active |
3.01.007.0001 Make a final determination on the scope and location for the future police headquarters | FPD | Paused | Paused | Paused | Active |
3.01.007.0002 Award design contracts for the future police headquarters | FPD | Paused | Paused | Paused | Planning |
3.01.007.0003 Construct a new police headquarters | FPD | Paused | Paused | Paused | Planning |
3.02.002.0003 Develop and release a Master Developer RFP for the redevelopment of surplus City owned property | DED/OM | Planning | Planning | Planning | Paused |
3.02.002.0004 Finalize an amended MOU with PHP to move the design and construction of a downtown hotel and conference center forward | DED/OM | Paused | Paused | Planning | Planning |
4.01.001.0001 Create system of flexible and alternative work schedules for City government employees | HR | Completed | --- | --- | --- |
4.04.001.0001 Complete the Diversity and Inclusion Master Plan (D&I Plan) and implement recommendations | HR | Active | Active | Active | Active |
4.05.002.0001 Develop a paid internship system for City government departments in conjunction with local colleges and universities | HR / OM | Planning | Planning | Active | Active |
6.02.001.0012 Continue to develop the tools and techniques created during the COVID-19 emergency to foster greater public participation through social media and virtual participation in the public process | Communications | Active | Active | Active | Active |
6.02.001.0013 Complete the A/V improvements for the Municipal Office Annex Public Meeting Rooms | Communications | Completed | --- | --- | --- |
Green: SG1 - Sustainable Urban Planning
Yellow: SG2 – Social Well-being
Red: SG3 – Safe and Vibrant Community
Gray: SG4 – Competitive Employment
Purple: SG5 – Enhanced Mobility
Blue: SG6 – Civic Engagement
Strategic Plan Update - December 2019
After a robust community engagement campaign and many workshops over the last twelve months, the City of Frederick invites the public to attend a Public Hearing where a resolution to adopt "CommUNITY 2030 - A Ten Year Strategic Plan" will be presented.
The meeting will begin at 7 p.m., December 19, at:
City Hall Boardroom
101 N Court Street
Frederick, MD 21701
Resolution Summary and Final Strategic Plan Draft
Strategic Plan Update - November 2019
A revised draft of the Strategic Plan will be presented to the Mayor and Board of Alderman on November 13, 2019. The revised Working Draft incorporates comments collected from the Board of Alderman since the last workshop on October 9. The public is invited to attend the meeting and provide public comment.
The meeting will begin at 3 p.m, November 13, at:
City Hall Boardroom
101 N Court Street
Frederick, MD 21701
Strategic Plan Workshop Executive Summary and Backup Information
Strategic Plan Update - October 2019
Guess what? We still want your feedback and input on the City of Frederick 2030 Strategic Plan! On Wednesday, October 9th at 3:00PM, we both welcome and encourage City residents and businesses to join us at City Hall for our Mayor & Board Workshop. Your elected officials will be reviewing the most up-to-date working draft of the 2030 Strategic Plan (PDF).
This is a great opportunity to be civically engaged, and for your public comments to be thoughtfully considered before the 2030 Strategic Plan is finalized.
For questions/comments/feedback, please contact Danielle Kellizy in the Mayor’s Office at 301.600.3834.
Strategic Plan Update - July 2019
Comments on the 2030 Strategic Plan draft objectives and action items will be accepted through August 2, 2019, by email. On July 16, from 12 to 8 p.m, the 2030 Strategic Plan draft objectives and action items were on public display at the Municipal Annex. See the Draft Objectives and Action Items (PDF).
Strategic Plan Update - June 2019
On July 16, from 12 to 8 p.m, during an open house style event at the Municipal Annex, the public is invited to review and comment on the draft 2030 Strategic Plan that has evolved based on community comments, and collaboration among City staff and Mayor Michael O’Connor. For more information, view the Community Engagement 2.0 News Release (PDF).
Strategic Plan Update - April 2019
Since the March 20 public unveiling of the draft Strategic Plan, City staff and Mayor Michael O’Connor are collaborating to develop specific objectives and action items to support the draft Strategic Plan goals. Additionally, proposed departmental budgets for the upcoming Fiscal Year 2020, and in the future, will reference specific Strategic Plan goals that their operations meet.
Strategic Plan Update - March 2019
A draft of the Strategic Plan’s Vision Statement, Mission and Goals that will guide the City of Frederick’s future will be presented March 20 for public consideration and review by the Board of Aldermen.
The meeting will begin at 3 p.m, March 20, at:
City Hall Boardroom
101 N Court Street
Frederick, MD 21701
In conjunction with staff and the community, Mayor Michael O’Connor has been developing the vision, mission and goals, following a thorough evaluation of public comments made during community engagement events and submitted online. See the Community Engagement Events Video.
Related Documents & Links
- Community Engagement Events Video
- March 20 Workshop Agenda
- Public Participation in Community Engagement Events: How It Works (PDF)
- Strategic Plan Community Engagement Data (XLSX)
- Strategic Plan Framework (PDF)
- Strategic Plan March Progress Report (PDF)
Strategic Plan
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At a community engagement event, Mayor O’Connor <br>hears people’s goals for the City.