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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 | Department | 1st Qt. | 2nd Qt. | 3rd Qt. | 4th Qt. |
SG1 Sustainable Urban Planning | 1.02.002.0003 Conduct and complete the East Street FBC and SAP | Planning | A | A | A |
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1.03.002.0001 Continue to implement residential compost pilot and determine direction for scaling to Citywide operation | Sustainability | A | A | A |
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1.03.002.0002 Begin process for Green Bank feasibility study | Sustainability | P | P | P |
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SG2 Social Well-Being | 2.01.001.0002 Renovate 100 S. Market Street - HHS permanent supportive housing facility and soup kitchen | Housing and Human Services | A | A | A |
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2.02.001.0005 Implement flood resiliency projects (Army Corp) | Engineering | A | A | A |
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2.04.001.0001 Secure Westside Regional Park improvements via external partnerships | Office of the Mayor and Parks and Recreation | A | A | A
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2.04.001.0002 Return Affiliated Minor League Baseball to the City of Frederick | Department of Economic Development and Office of the Mayor | A | A | A |
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2.04.002.0001 Complete the Parks Master Plan | Parks and Recreation | A | A | A |
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2.04.002.0004 Commence implementation of the Parks Master Plan including improvements to parks in Equity Emphasis Areas | Parks and Recreation | P | P | P |
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2.05.002.0002 Design and construct a Westside Health Center | Housing and Human Services and Office of the Mayor | A | A | A | ||
SG3 Safe and Vibrant Community | 3.01.004.0002 Continue implementation of the Vacant Property Ordinance | Code Enforcement | A | A | A |
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3.01.005.0004 Create policies and install additional security cameras in City parks and public spaces. | Office of the Mayor | P | P | P |
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3.01.005.0005 Design and construct City Hall Safety Improvements | Office of the Mayor | P | P | A |
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3.01.005.0005 Fully implement the FPD body worn camera program | Frederick Police Department | C | - | - | - | |
3.01.007.0002 Design and construct a new police headquarters | Frederick Police Department and Office of the Mayor | A | A | A | ||
3.02.002.0003 Secure public amenities through P3 development on surplus City land | Office of the Mayor and Department of Economic Development | P | P | P | ||
3.02.002.0004 Secure final agreements required for the Downtown Hotel and Conference Center | Office of the Mayor and Department of Economic Development | A | A | A | ||
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.