160 Duke Of Gloucester

Street

City of Annapolis

Annapolis, MD 21401

Regular Meeting Minutes - Final

City Council

Monday, April 13, 2026

7:00 PM

Mayor John T. Chambers, Jr.

City Council Chambers

Regular Meeting

Call To Order

Mayor Littmann called the Regular Meeting to order at 7:00 pm.

Moment of Silence

Presented.

Pledge of Allegiance

Led by Mayor Littmann.

Roll Call

Tonight's roll call began with Alderman Savidge.

9 -

Present:

Mayor Littmann, Alderman Huntley, Alderwoman O'Neill, Alderman

Smith-Brown, Alderwoman Allsup-Johnson, Alderman Schandelmeier,

Alderwoman Contee, Alderman Savidge and Alderman Thorp

STATE OF THE CITY ADDRESS

Mayor Littmann's 1st State of the City Address

Good evening, and thank you for being here.

For this, my first State of the City, I want to start by talking about both the

residents we serve and the dedicated City staff who show up every day to

keep

this City moving forward.

Municipal government works best when it functions in the background of

people's lives:

● the trash is collected on time,

● the ambulance shows up when a family member is in need, and

● safe, clean, and delicious water comes out of the tap when you turn on the

faucet.

Nearly all of those things are powered by people.

Tonight, I am proud to introduce a budget that helps us work toward that

goal.

The headline from this budget is clear: we have balanced the budget, and

have done so without raising the property tax rate.

That is fiscal discipline in action, and links to a commitment I made during

the

campaign to make sure that Annapolis Works.

But as I’ve spent the past four months in office, I’ve continued to ask a

question I

know many residents ask: Is Annapolis always working the way it should?

I ask myself that question.

I ask it even though I know there isn’t a simple yes-or-no answer. Within that

question is the expectation that residents and businesses set for us.

They expect a city that works, not just when it’s easy.

Not just occasionally.

But consistently.

That means when you call, someone responds.

When you apply for something, it moves.

When you need help, you get it.

It sounds basic.

But it matters.

And it starts with people. PEOPLE are what bind us together as an Annapolis

community, and recognizing the work that happens in this community is

important

during a time of seeming division.

We may hear a lot about what divides us, but on the ground in Annapolis,

let’s

take time to talk about what unites us.

I am pleased to announce that the State of the City of Annapolis is: working

SERVE our residents respectfully, transparently, and with consistency and

purpose.

Whether you are calling in with a question, applying for a permit, or

interacting

with one of our employees in the field, we expect City staff to recognize that

every

interaction matters.

If you are having a customer service challenge, I’m about to share an email

address that will get you to our ombudsman, who can help you resolve it:

Ombudsman@annapolis.gov.

Over these past four months, we have worked to enhance the customer

experience so that Annapolis City government shows up for residents,

businesses,

and visitors.

Tonight, I want to show you what that looks like in practice, because we

aren’t just

a collection of departments; we are here to serve the community in a way

that is

fast and predictable, but also values-driven.

It starts with a culture of customer service.

During January’s snow and ice storm, we saw that in real time.

It was a difficult storm. It slowed recovery across the region.

Here in Annapolis, our emergency operations call center handled 745 calls

during

that period.

But the number isn’t the story.

One example stands out.

An elderly resident couldn’t leave home for a critical medical appointment

because their driveway was blocked.

City staff didn’t just log the issue.

They cleared the driveway. They got that resident to the appointment.

That’s what good customer service looks like.

Not perfect. But responsive.

That doesn’t make the 5 o’clock news or social media, but it is just one

example of

how, on the ground, we regularly serve residents on sunny days...

and snowy days too.

And that same approach carries into our day-to-day operations.

In Planning and Zoning, permit turnaround times have reduced from about 15

business days to between five and ten.

We are also hearing directly from applicants that the process is working

faster and

better than it has in the past.

That is a credit to the team doing the work.

But we are not where we need to be yet. Residents and businesses still

experience

delays.

The process is not always as clear or predictable as it could, and should, be.

So we are going to keep improving it.

At a basic level, if someone wants to invest in Annapolis, the City should help

them move forward, not slow them down.

==water break==

The folks in our Office of Community Services have helped hundreds of

residents

with everything from housing support and rental assistance to utilities, case

management, and access to resources.

We are also working to improve how we partner with community

organizations.

That means making sure community grants are delivered on time so the

people

doing important work on the ground can do it effectively.

And it also means increasing accountability, taking a closer look at outcomes

we understand what is working and what is not, and making sure taxpayer

dollars

are used in measurable, meaningful ways.

In the Mayor’s office, we are expanding outreach and meeting residents

where

they are: at town halls, with Office Hours and Ward Walks, and with

community

events, so that residents don’t have to show up here at City Council meetings

be heard.

Customer service also means understanding the challenges that staff have in

serving the public.

We hit the ground in December with a series of staff roundtables where we

learned what is working and what is not.

With Due East Partners as consultants, we learned that directors and staff are

often saying the same thing. With the data we collected, we are now poised

work on an implementation strategy to ensure the City government is truly

working both for staff and for taxpayers.

Our Public Works team is striving to make sure infrastructure is functional,

traffic

signals are operational, snowplows are GIS-tracked in real time, and trash

and

recycling are picked up as promised. Striving toward perfection doesn’t

mean

“always perfect” but we all know the goal.

Nearly everything I have just listed comes down to people. People make all

of that

function, and people are the key to making it function WELL.

[APPLAUSE]

As I’ve already mentioned, we are striving to enhance engagement. Another

way

we are doing that is through regular communication. In the Mayor’s Office,

that

means communicating ahead of council meetings, explaining what to

expect, and

giving our residents a window into the process of legislative decision-making.

If you don’t yet receive my newsletter, you can subscribe for free by going to

the

city website at annapolis.gov and, in the search bar, using the keywords

“Mayor’s

Newsletter”. Subscribe so that you can stay “in the know.”

One recent example of listening to residents and translating that into action

is our

project at Carr’s Elktonia Beach. Our Department of Recreation and Parks

held

listening sessions with residents about exactly what a revitalized beach could

- and

should - look like.

At a City Council work session a few weeks ago, landscape designers

revealed a

beautiful concept plan, interpreting that resident wish-list. They achieved the

goal

of honoring that critical piece of Annapolis African American history. I

encourage

you to check out that presentation on the City’s YouTube channel.

That work won’t happen overnight, but we will soon issue a call for bids on

the

design, which is the next phase of the process. In the coming years, we

expect to

deliver a beautiful public green space for all Annapolitans to enjoy.

[applause]

And we are listening in neighborhoods. If you come out to a town hall or

neighborhood/ward walk, you will see a team from my administration

alongside

department directors and chiefs in the City, LISTENING to residents.

== water break ==

Any municipal government’s public safety plan and process are best when

prevention, response, and accountability are at the core. It is another area

where

people are central to how well it works for residents, often in the most

vulnerable

moments of their lives.

The Annapolis Fire Department continues to exceed national standards for

response times and has added another year with no fire fatalities.

[applause]

Add to that our “Best in Class” ISO rating that saves homeowners money on

individual home insurance policies, and you can see how your City

government is

working for you.

In that moment of need, our goal is always a fast, qualified response. To

maintain

or improve that level of service, this budget includes a peak medic unit with

six

new hires and a fifth ambulance coming into service for the busiest half of

the

day.

[applause]

We are also adding two medic units, funded by a one-million-dollar state

grant,

thanks to our state delegation.

Our facilities will also see investments, with an additional two million dollars

allocated to planning for fire station upgrades.

And we’re looking to the next generation through our new “cadet” program

and I

was honored to attend their graduation ceremony last week. These

initiatives,

along with further training of Fire Department staff, ensure that we are

investing

in our future.

The Annapolis Police Department has had a leadership change, and I

recognize

how difficult that has been for some in our community.

I want to thank Acting Chief Amy Miguez for stepping into the role and

Deputy

Chief Major Stanley Brandford for providing continuity of leadership within

the

department until we make a final appointment.

We have also seen meaningful progress over the past year.

In just the last few weeks, the Annapolis Police cold case unit brought

forward a

1989 murder for prosecution, demonstrating that there is no expiration date

for

good police work.

Of the four homicides in 2025, three have resulted in charges filed.

Motor vehicle crashes are down nine percent, reflecting a more proactive

approach to traffic safety.

We have also rebuilt capacity within the department.

Over the past year, the City added 29 new employees, including 17 sworn

officers,

plus a new K-9, Officer Delta.

That is a very good dog.

That progress matters.

It brings the department closer to full staffing and strengthens our ability to

respond and prevent crime.

Now, looking ahead, this year’s budget continues to focus on safety.

We are responding directly to what residents have told us about speeding

and

dangerous driving.

This budget adds additional speed cameras and red light cameras at targeted

locations across the City.

These are data-driven investments designed to reduce dangerous behavior

and

make our streets safer for everyone.

[APPLAUSE]

We all know that Annapolis is a tight-knit community. Our role as City

government

isn’t to change the spirit of those connections, but to enhance the sense of

community so that every resident feels seen, heard, and supported.

We do that through outreach teams in the Mayor’s office, Recreation and

Parks

events and activities that get people out of their homes to both move and

socialize, and in the priority investments we make.

Earlier this year, I was proud of our African American outreach team’s

presentation of the “Rooted in Revolution” series during Black History Month.

The

program was hosted in partnership with the Busch Public Library. I thank

them for

that collaboration.

Our team is currently working on summer resource fairs and the Robinwood

Open

House series, as well as the CEO academy, where we guide young

entrepreneurs

from a “great idea” to a successful launch.

Learn more at annapolis.gov using the keywords “CEO Academy.”

We are also incredibly proud of the Naptown Anti-Dope Movement, which

continues to provide outreach, education, and real support for residents

dealing

with substance use challenges.

For example, NAM’s pre-New Year’s Eve celebration and resource fair helped

residents navigate a difficult time where the urge to “join the party” can

destroy

months, or even years, of sobriety.

That work matters. And it is showing results.

I want to acknowledge the Office of Emergency Management, alongside the

NAM

team’s efforts. Cross-departmental collaboration is a key to that success and

tonight we can say that overdoses in Annapolis are down 55 percent, making

2025

the second-lowest year in the past ten years.

[APPLAUSE]

The Hispanic outreach team continues to build bridges across our City,

celebrating

young creativity with poetry books, connecting more than 200 residents to

local

support networks, coordinating visits from consulates, and creating

opportunities

through Latin Business breakfasts.

They have also supported families during a time of increased concern around

federal immigration enforcement.

The City of Annapolis, including Annapolis Police, does not receive

information

about ICE activity from the federal government. We often learn about it from

residents who call in, and we thank members of our community for being our

eyes

and ears.

Sometimes, when officers arrive, the incident is already over. Other times,

reported ICE activity turns out to be a false alarm or criminal warrant service.

I mentioned this before, but it bears repeating: being an undocumented

immigrant is not a crime; it is a civil violation.

This is a difficult issue to navigate. We aren’t the only municipality facing this

challenge, but we also aren’t alone in our desire to build a community of

trust and

belonging.

We are also seeing strong engagement across the City.

Recreation and Parks is ensuring that events, activities, and well-equipped

amenities are available for residents of all ages and abilities.

They have seen record-breaking attendance at events like Community Fun

Day

and the Hispanic Heritage Festival.

Those events bring people together and strengthen the community.

The work of Recreation and Parks was recognized in 2025 when Racquet

Sports

Industry named the Truxtun Tennis and Pickleball Courts as “National Public

Park

of the Year.”

Congratulations!

==water break==

And for residents who connect with us digitally, City communications have

reached more than three and a half million views since December first.

That tells us people want to stay informed and be connected.

We also know our website needs improvement.

We are assembling a team to modernize it, making it easier to navigate and

use.

That will take time, but it is necessary.

In Annapolis, we nurture and build community both in person and online.

Now let me shift to the future.

City Dock is one of the most important projects before us.

It is not just about infrastructure. It is about protecting the economic and

cultural

center of Annapolis.

We have secured significant funding, including a 35.5 million dollar FEMA

grant

and other federal funding, along with state and county support.

This is a complex project. It will take time.

There will be challenges and disruptions.

But it is necessary.

City Dock is a critical part of our resilience strategy, but it is not the whole

story.

Across our City, we are seeing the impacts of flooding: in neighborhoods, on

streets, and along Annapolis’s twenty-two miles of shoreline.

That means we have to think beyond one project.

For some areas, the answer will be infrastructure — better stormwater

systems,

improved drainage, and investments that reduce flooding before it happens.

In other places, the solutions are more difficult.

Property owners may be facing choices about elevating structures, building

barriers, or, in some cases, retreating.

Those are not easy conversations.

But they are real.

Our role as a City is to provide guidance, to invest where it makes sense, and

work with residents and property owners so that we are making thoughtful,

informed decisions about the future.

We are also planning for long-term resilience by advancing our Climate

Action

Plan, or CAP, through our Deputy City Manager’s team, who are gathering

input

from City partners and the public. The CAP will guide the City’s actions to

reduce

pollution, increase clean energy, protect property, and support residents and

businesses in becoming a more energy-efficient and habitat-friendly city.

I want to mention our partners at the Resilience Authority of Annapolis and

Anne

Arundel County, an idea that originated in this very room with the City Dock

Action Committee back in 2019. The Resilience Authority has proven to be a

true

partner in our environmental and resilience work. I thank Director Matt

Fleming

and my former colleagues on the board for their active engagement in

projects in

Annapolis.

We are securing millions in environmental grant funding and expanding

energy

efficiency and sustainability initiatives across all City departments and

operations.

● In Transportation and Central Services, that’s using solar, electrifying the

fleet, and installing the infrastructure to keep it all running smoothly.

● In Recreation and Parks, that may include how we maintain our parks by

limiting harmful herbicides and pesticides and converting equipment from

gas to battery-powered, just like we asked residents and businesses to do.

● In Planning and Zoning, that’s inspecting building sites to make sure that

infill development solves stormwater runoff problems that weren’t

addressed in original development plans.

==water break==

There is an Iroquois philosophy that says, “In our every deliberation, we must

consider the impact of our decisions on the next seven generations.”

That is a call to stewardship and a reminder that, while we inherited this

nearly

400-year-old City, we are only her temporary caretakers.

As we look ahead and plan investments, we also need to stay grounded in

what

makes Annapolis special.

That includes working collaboratively, once again, with Historic Annapolis to

preserve the character and charm that define this City.

At the same time, we need to make sure Annapolis is accessible and livable

for

more people.

That means working closely with the Housing Authority of the City of

Annapolis to

modernize communities, improve housing conditions, and, with other zoning

changes, make more of Annapolis accessible and enjoyable for more

residents.

That includes coordination around broader redevelopment efforts, including

work

that can help connect housing, infrastructure, public space, and opportunity

in a

way that better serves families and neighborhoods.

We also need to recognize the importance of our maritime culture and

working

waterfront.

Annapolis is not just a place to look at the water.

It is a place where people make a living on the water, through boating,

marine

trades, charter operations, and small businesses that support them.

With projects like City Dock, we are creating an environment where the

maritime

economy can thrive and preserving it as a core part of who we are as a City.

Yet,

there is more to be done.

As we think about our future, we also need to plan for where and how to

efficiently deliver government operations. For example, our lease at 145

Gorman

Street, which houses Planning & Zoning, Public Works, and Human

Resources, is

coming to an end. It’s expensive because we don’t own it.

Meanwhile, we maintain a portfolio of old buildings that are increasingly

expensive to maintain - we had four buildings that lost AC last summer - yet

own land on Spa Road that could be redeveloped.

I would like this Council to weigh the pros and cons of a consolidated

Government

Center to save taxpayer money and improve public access to City operations.

It isn’t in this year’s budget, but by next year, we need to reach a consensus

vision,

with public input, on how to move forward.

On quality of life issues, let me share some of the work funded in this budget

across our wards:

● Ward One - of course, City Dock, but also critical water and sewer

infrastructure replacement on East Street, King George Street, and College

Avenue, with some of those lines more than a century old.

● Ward Two - Work on Robert Eades Park is continuing, but this public park

College Creek has been delayed by winter storms and soft spots in the soil,

which require additional stabilization. This park will not only provide public

water access, it will also be a site of memory for a beloved community

member.

We are also looking forward to upgrades at Stanton Center. This budget

adds $500,000 to the existing $6 million dollars previously allocated

because we are honoring a commitment to invest in communities that have

historically been overlooked.

● Ward Three - major sidewalk and drainage improvements, connecting gaps

in pedestrian infrastructure and improving accessibility across multiple

streets.

● Ward Four - Annapolis Walk, a community in Bywater, will soon see

resurfaced multisport courts and additional parking to better support that

community.

● Ward Five - sidewalk improvements along Spa Road, helping better

connect

the Forest Drive corridor to downtown.

● Ward Six - We are repairing traffic and pedestrian infrastructure on Bay

Ridge Avenue and Barbud Lane to improve safety and stormwater drainage,

while cooperating with the Housing Authority with its Choice Neighborhood

Initiative, a program to reimagine Eastport Terrace and Harbour House into

a mixed-use, mixed-income community.

● Ward Seven - Carr’s Beach will not only be a publicly-accessible beach, but

also a place to honor African American history and the two enterprising

women who turned the ugliness of Jim Crow into a beautiful Chesapeake

Bay destination for families on the Western Shore.

We’re investing in speed cameras and sidewalks along Edgewood Road, as

requested by residents.

● Ward Eight - Flooding at street-end parks in Eastport is a big challenge,

where tidal backflow at the Maritime Museum, Second Street, and other

street-ends regularly creates inundations. We will move some of these from

design to construction in this year’s capital budget.

The City Code requires a balanced budget, and I have delivered that tonight.

Before I became Mayor, I ran a business. I managed that budget and knew

where

every dollar came from and where every dollar went.

A municipal government budget is on a different scale, but I approached the

work

with our budget team using the same philosophy because managing

taxpayer

dollars is fundamental to the job of being Mayor.

Unlike cities in most states, Annapolis doesn’t receive a share of sales tax

revenue,

and our revenue from tourism-related taxes is fairly limited.

So maintaining City services, making investments, and moving this City

forward

within the constraints of the City’s tax base is a challenge. We have

approached

this budget by prioritizing expenditures and being disciplined in not only

taming

our wish list, but cutting expenses that don’t align with our top priorities.

In our Capital projects budget, we remain under our debt limit, which will

help us

continue to maintain our high bond rating.

I’m excited to share that we used pay-as-you-go money (essentially,

cash-on-hand), rather than borrowed money, for sidewalks, and this proposed

budget does not raise property tax rates. That is intentional.

[applause]

In my proposal, while we were not able to fund a Cost of Living Allowance,

COLA, this year for City staff, we fully funded merit increases for all staff who

meet

or exceed performance standards.

That said, union negotiations are ongoing. If the City secures a different

outcome

during negotiations, then I, or any alderperson, would need to introduce an

amendment to match those terms. That would either mean cutting services

elsewhere, raising taxes, or using PayGo money. I am sure we will have a

lively

debate.

As members of the City Council begin to dive into the numbers over the next

few

weeks, I want them to remember the incredible amount of work done by a

team

that is largely behind the scenes.

Please join me in thanking our budget team, led by Acting City Manager

Vickie

Buckland, Acting Finance Director Joel Pallikal, and Deputy Finance Director

Karen

Ajayi, which includes Budget Analyst Kapri Turner and budget team

members

Darren Johnson and Suzanne Flaherty.

[applause]

We appreciate all the time and energy that goes into getting the numbers

right

and the difficult conversations with department directors to push back on

expenses.

Work on the budget is a year-long process with a hard deadline that closed

earlier

today. Thank you!

Now I know that I just mentioned Vickie Buckland, but I’d like to give her a

second

shout-out. She stepped into the role of Acting City Manager last May. On

Friday,

we announced nominees for City Manager, Yolanda Lewis, and City Attorney,

Tony

Kupersmith. They will go before this council for confirmation tonight.

Vickie has held down the fort and I have seen over the past four months not

only

how hard she works, and the time and dedication she puts into the role, but

how

thoughtful she is about solving problems. She will continue to be an

important

asset to City Manager Lewis.

Thank you Vickie!

And before I get to thanking our local and regional partners, I want to take a

moment to acknowledge the engagement of this Council. Half of us are new

and

we have had to tackle a vast array of subject matters in a short period of

time.

I know you’ll be seeking justification for spending in this budget, and I hope

can work collaboratively in the spirit of representing the entire City

effectively.

Outside of the budget, each of you have already shown that collaborative

spirit in

town halls, ward walks, and on legislative matters. We’ve had frequent

check-ins

and we’ve shared advice and counsel over these past four months. Thank

you.

I look forward to continued collaboration over the next four years. When we

over the budget at the work session on Thursday, Acting Finance Director

Pallikal

has kindly prepared information for what we have been able to include in

each

aldermanic ward in this year’s spending plan.

City government does not do this work alone.

Our community groups, nonprofits, neighborhood organizations, and our faith

community play a critical role in supporting residents and strengthening this

City.

From meeting basic needs to building connections and trust, their work

matters

every day.

And we are better because of them.

And I also want to recognize the assistance we get from other government

institutions.

County Executive Steuart Pittman and his team are helping fund the

Welcome

Center at City Dock and numerous other projects.

City residents benefit every day from Anne Arundel County’s stellar service

delivery, from mutual aid for police and fire to schools, the health

department,

and assistance for our seniors through the Department of Aging and

Disabilities.

Our federal partners have really come through for us! Sen. Chris Van Hollen,

Sen.

Angela Alsobrooks, and Congresswoman Sarah Elfreth are always champions

Maryland’s capital city.

And, in the state, Governor Moore, Senator Shaneka Henson, and Delegates

Dana

Jones and Dylan Behler have delivered to Annapolis:

● Almost one million dollars for Payment in Lieu of Taxes, or PILOT, to offset

our costs for delivering city services to state properties

● $950,000 for two Medic Units

● $550,000 for repairs to the Annapolis Police Department headquarters

● $100,000 for a fully confined explosive storage vessel for the Annapolis

Bomb Squad, and

● $500,000 for capital improvement projects on HACA properties

[applause]

To deliver on these priorities, leadership matters.

In closing, four months isn’t a long time. In the 377-year history of Annapolis,

it’s

the blink of an eye.

But it is enough time to set a direction.

We are building a City that works:

● for the people who live here,

● for the people who work here,

● for the people who invest here, and

● for the people who want to feel safe here.

A City that is responsive.

A City that is predictable.

A City that earns your trust.

There is more work ahead. There always will be.

But the direction is clear.

And we are doing the work every single day to make sure this City delivers

for you.

Because at the end of the day, this is your City.

And Annapolis should WORK for you.

Thank you.

Approval of Agenda

Alderman Schandelmeier moved to approve the agenda. Seconded.

CARRIED on voice vote.

PETITIONS, REPORTS & COMMUNICATIONS

Reports by Committees

Standing Committee Dates:

Finance Committee Meeting - Wednesday, April 15, 2026 10:30 AM.

Public Safety Committee Meeting - Wednesday, April 15, 2026 4:30 PM

Environmental Matters Committee Meeting - Thursday, April 16, 2026 3:00

PM>

Finance Committee Meeting - Tuesday, April 21, 2026 8:30 PM.

Housing and Human Welfare Committee - Tuesday, April 21, 2026 4:45 PM.

Finance Committee Meeting - Wednesday, April 22, 2026 8:30 AM.

Finance Committee Meeting - thursday, April 23, 2026 8:30 AM.

Comments by the General Public

Speakers:

Chris (last name) 2 Silopanna Road, Annapolis, Maryland 21401.

(Lady) 137 Stilley Way, Parkside Preserve, Annapolis, Maryland (ZIP)

Public Information Officer Stevenson was present and answered questions

from the council.

Mayor Littmann declared comments from the general public closed.

PUBLIC HEARINGS

Charter Amendment

CA-1-26

Updating Requirements for Publication of the Charter and Code of

the City of Annapolis

For the purpose of removing outdated provisions of the City’s Charter; rewriting

requirements for compiling and publishing the Charter and Code of the City of

Annapolis; allowing for publishing paper or electronic versions of the Charter and

Code of the City of Annapolis; and generally related to the codification of charter

amendments and ordinances.

Littmann

Sponsors:

Mayor Littmann declared the public hearing on CA-1-26 closed.

Ordinances

O-6-26

Oversight of the City’s Firing Range

For the purpose of allowing the Police Chief, along with the Mayor, to approve

who uses the City’s police firing range located within the Annapolis Police

Department.

Littmann

Sponsors:

Mayor Littmann declare the public hearing on O-6-26 closed.

CONSENT CALENDAR

Approval of the Consent Calendar

A motion was made by Alderman Schandelmeier to approve the Consent

Calendar. The motion carried:unanimously

Journals of Proceedings

Regular Meeting Minutes

CCM 3.9.26

Alderman Schandelmeier moved to approve CCM 3.9.26. Seconded. A roll

call vote was taken. The motion CARRIED

Special Meeting Minutes

CCM 3.23.26

Alderman Schandelmeier moved to approve. CCM 3.23.26. Seconded. A roll

call vote was taken. The motion CARRIED

Fund Transfers

FT-7-26

Transfer - Enterprise Funds

Transferring $25,000 from Stormwater, Sewer, and Water Funds to the Standard

Specs and Construction Detail project.

Alderman Schandelmeier moved to approve FT-7-26. Seconded. A roll call

vote was taken. The motion CARRIED

Council Acceptance

ID-70-26

Fiscal Year 2026 City of Annapolis Audit

Auditor’s report on reviews of the city's financial statements to ensure they follow

laws, regulations, contracts, and grant agreements.

Alderman Schandelmeier moved to receive ID-70-26. Seconded. A roll call

vote was taken. The motion CARRIED by the following vote:

9 -

Aye:

Mayor Littmann, Alderman Huntley, Alderwoman O'Neill, Alderman

Smith-Brown, Alderwoman Allsup-Johnson, Alderman Schandelmeier,

Alderwoman Contee, Alderman Savidge and Alderman Thorp

End of Consent Calendar

BUSINESS & MISCELLANEOUS

Item ~REMOVED ~ from the Consent Calendar

FT-10-26

Debt Services - Nonallocated/Mayor - Salaries and Benefits $36,300: This budget

revision transfers $36,300 of appropriations from the Nonallocated Debt Service

account to the Mayor’s Office Salaries and Benefits account.

Alderman Schandelmeier moved to approve FT-10-26 Seconded. CARRIED on

voice vote.

LEGISLATIVE ACTION

FIRST READERS

FY 2027 Budget

O-8-26

Annual Budget and Appropriation and Property Tax Levy

For the purpose of adopting the City Budget, comprising the Annual Operating

Budget for the fiscal year ending June 30, 2027, the Capital Budget for the fiscal

year ending June 30, 2027, the Capital Improvement Program for the fiscal years

ending June 30, 2028, June 30, 2029, June 30, 2030, June 30, 2031, and June

30, 2032; appropriating funds for all expenditures for the fiscal year beginning July

1, 2026, and ending June 30, 2027; levying and imposing a property tax for the

use of the City of Annapolis for the taxable year beginning July 1, 2026 and

ending June 30, 2027; and fixing the rate of the City property tax for the taxable

year.

Littmann

Sponsors:

Alderman Thorp moved to adopt O-8-26 on first reader. Seconded. CARRIED

on voice vote.

Mayor Littmann referred O-8-26 to the Finance Committee.

Mayor Littmann referred O-8-26 to the Financial Advisory Commission.

Mayor Littmann referred O-8-26 to the Planning Commission.

Alderwoman O'Neill requested that she be provided with a budget book.

R-10-26

FY 2027 Annual Fees Schedule

For the purpose of specifying fees that will be charged for the use of City services

for Fiscal Year 2027; and providing an effective date.

Littmann

Sponsors:

Alderman Huntley moved to adopt R-10-26 on first reader. Seconded.

CARRIED on voice vote.

Mayor Littmann referred R-10-26 to the Finance Committee.

Mayor Littmann referred R-10-26 to the Financial Advisory Commission.

R-11-26

FY 2027 Fines Schedule

For the purpose of specifying fines that will be charged for Fiscal Year 2027; and

providing an effective date.

Littmann

Sponsors:

Alderman Huntley moved to adopt R-11-26 on first reader. Seconded.

CARRIED on voice vote.

Mayor Littmann referred R-11-26 to the Finance Committee.

Mayor Littmann referred R-11-26 to the Financial Advisory Commission.

R-12-26

FY 2027 Position Classifications and Pay Plan

For the purpose of approving the Fiscal Year 2027 annual position classifications

and pay plan; and specifying an effective date.

Littmann

Sponsors:

Alderman Thorp moved to adopt R-12-26 on first reader. Seconded. CARRIED

on voice vote.

Mayor Littmann referred R-12-26 to the Finance Committee.

Mayor Littmann referred R-12-26 to the Financial Advisory Commission.

Resolutions

R-8-26

Fee Waivers for City Supported Special Events in Fiscal Year

2027

For the purpose of identifying City Supported Special Events in Fiscal Year 2027

and waiving certain related City fees for those events.

Huntley

Sponsors:

Alderman Thorp moved to adopt R-8-26 on first reader. Seconded. CARRIED

on voice vote.

Mayor Littmann referred R-8-26 to the Finance Committee.

R-9-26

Filing of Grant Application with the Transit Administration

For the purpose of authorizing to file an application with the Maryland Transit

Administration of the Maryland Department of Transportation for a Section 5303,

5304, 5307, 5309, 5310, 5311, 5316 and/or 5317 grant(s) under the Federal

Transit Act for a total amount of $3,025,613, consisting of $2,010,825 for fixed

route transit operations; $269,958 for ADA complementary paratransit services;

and $744,830 capital grant for transit vehicle maintenance.

Littmann

Sponsors:

Alderman Smith-Brown moved to adopt r-8-26 on first reader. Seconded.

CARRIED on voice vote.

Alderman Huntley moved to suspend the rules to allow passage of the

resolution at the meeting of its introduction Seconded. CARRIED on voice

vote.

Alderman Schandelmeier moved to adopt R-9-26 on second reader.

Seconded. A roll call vote was taken. The motion CARRIED by the following

vote:

9 -

Aye:

Mayor Littmann, Alderman Huntley, Alderwoman O'Neill, Alderman

Smith-Brown, Alderwoman Allsup-Johnson, Alderman Schandelmeier,

Alderwoman Contee, Alderman Savidge and Alderman Thorp

R-13-26

Compensation of Acting City Manager Victoria Buckland

For the purpose of expressly consenting to compensate an acting city manager

when the position remains vacant for six months, and setting an effective date.

Littmann

Sponsors:

Alderman Thorp moved to adopt R-13-26 on first reader. Seconded. CARRIED

on voice vote.

Alderwoman O'Neill moved to suspend the rules to allow passage of the

resolution at the meeting of its introduction Seconded. CARRIED on voice

vote.

Alderwoman Allsup-Johnson moved to adopt r-13-26 on second reader.

Seconded. A roll call vote was taken. The motion CARRIED by the following

vote:

9 -

Aye:

Mayor Littmann, Alderman Huntley, Alderwoman O'Neill, Alderman

Smith-Brown, Alderwoman Allsup-Johnson, Alderman Schandelmeier,

Alderwoman Contee, Alderman Savidge and Alderman Thorp

R-14-26

Confirmation of Anthony Kupersmith as City Attorney

For the purpose of expressly confirming the appointment of Anthony Kupersmith

as City Attorney; consenting to compensate the City Attorney; and setting an

effective date.

Littmann

Sponsors:

Alderman Schandelmeier moved to adopt R-14-26 on first reader. Seconded.

CARRIED on voice vote.

Alderwoman O'Neill moved to suspend the rules to allow passage of the

resolution at the meeting of its introduction Seconded. CARRIED on voice

vote.

Alderman Smith-Brown moved to adopt R-14-26 on second reader.

Seconded. A roll call vote was taken. The motion CARRIED by the following

vote:

9 -

Aye:

Mayor Littmann, Alderman Huntley, Alderwoman O'Neill, Alderman

Smith-Brown, Alderwoman Allsup-Johnson, Alderman Schandelmeier,

Alderwoman Contee, Alderman Savidge and Alderman Thorp

R-15-26

Confirmation of Yolanda L. Lewis as City Manager

For the purpose of expressly confirming the appointment of Yolanda L. Lewis as

City Manager; consenting to compensate the City Manager; and setting an

effective date.

Littmann

Sponsors:

Alderman Smith-Brown moved to adopt R-15-26 on first reader. Seconded.

CARRIED on voice vote.

Alderman Schandelmeier moved to suspend the rules to allow passage of the

resolution at the meeting of its introduction Seconded. CARRIED on voice

vote.

Alderman Smith-Brown moved to adopt R-15-26 on second reader.

Seconded. A roll call vote was taken. The motion CARRIED by the following

vote:

9 -

Aye:

Mayor Littmann, Alderman Huntley, Alderwoman O'Neill, Alderman

Smith-Brown, Alderwoman Allsup-Johnson, Alderman Schandelmeier,

Alderwoman Contee, Alderman Savidge and Alderman Thorp

SECOND READERS

Ordinances

O-1-26

Property Tax - Child Care Centers, Family Child Care Homes, and

Large Family Child Care Homes

For the purpose of creating real property tax credits for child care providers who

own the property where they operate a state-licensed or registered child care

center, family child care home, or large family child care home; allowing

businesses of a certain size that own their property and have on-site child care

facilities to participate in the tax credit program; setting the real property tax credit

at a maximum of $10,000; and generally related to tax credits for child care

providers.

Schandelmeier, O'Neill and Smith-Brown

Sponsors:

Alderman Schandelmeier moved to adopt on second reader. Seconded.

Alderman Schandelmeier moved to amend.O-1-26 AS FOLLOWS:

Amendment #1:

On page 1, in lines 7 and 26, and page 3, in line 16, strike "10,000" and, after

the

dollar sign, insert "4,000". Seconded. CARRIED on voice vote.

Alderman Thorp moved to amend O-1-26 as follows:

Amendment #2:

On page 4, in line 12, insert a new subsection E as follows:

“E. Reporting Requirement.

The City Manager will report annually to the City Council the number of child

care

facilities requesting and receiving this tax credit, the amount approved, an

assessment of

the effectiveness of the program, and recommendations for improvements to

the program,

if any, by February 28th of the year following the calendar year of the

program.” Seconded. CARRIED on voice vote.

Alderman Smith-Brown moved to amend O-1-26 as follows:

Amendment #3:

1) On page 1, in lines 5 and 24, after “large family child care home;” insert

“extending tax credits to property owners who lease their property to a

state-licensed or registered child care operator;”.

2) On page 2, in lines 11 through 14, strike “property owners who operate a

state-licensed child care center, a state-registered family child care home, or

a state-registered large family child care home in accordance with Education

Article, Title 9.5 of the Annotated Code of Maryland” and after “this section”

insert “real property used for a state-licensed child care center, a

state-registered family child care home, or a state-registered large family

child care home in accordance with Education Article, Title 9.5 of the

Annotated Code of Maryland, whether the child care facility is operated by

the property owner or by a tenant pursuant to a lease with the property

owner,”

3) On page 2, strike lines 24 and 27 and insert the following:

“i. Provide a real property tax credit to property owners who operate a child

care facility on their property, or lease their property to a state-licensed or

registered child care provider who operates a child care facility on the

property; and

ii. Apply the tax credit to the portion of the real property used exclusively

for the child care facility, including any improvements made to the property

for that purpose, whether such improvements were made by the property

owner or by a tenant pursuant to a lease.” Seconded. CARRIED on voice

vote.

Alderman Schandelmeier moved to adopt O-1-26 as amended on second

reader. Seconded. CARRIED on voice vote.

Alderman Schandelmeier moved to adopt O-1-26 on third reader. Seconded.

A roll call vote was taken. The motion CARRIED by the following vote:

9 -

Aye:

Mayor Littmann, Alderman Huntley, Alderwoman O'Neill, Alderman

Smith-Brown, Alderwoman Allsup-Johnson, Alderman Schandelmeier,

Alderwoman Contee, Alderman Savidge and Alderman Thorp

Alderman Smith-Brown - Cosponsor Added.

O-3-26

Annapolis Harbor Lines at Hawkins Cove

For the purpose of changing the City of Annapolis harbor line at Hawkins Cove

to allow for the implementation of the Hawkins Cove Restoration project; and

matters generally related to harbor lines.

Thorp, Littmann, Savidge, Contee, Smith-Brown and Schandelmeier

Alderman Thorp moved to adopt O-3-26 on second reader. Seconded.

Alderman Thorp moved to amend. O-3-26 as follows:

Sponsors:

Amendment #1:

Pursuant to Page 4, Section 1, “Exhibit A” to O-3-26 is hereby replaced by

“Exhibit A as Amended”. Seconded. CARRIED on voice vote.

Alderman Schandelmeier moved to adopt O-3-26 as amended on second

reader. Seconded. CARRIED on voice vote.

Alderwoman O'Neill moved to adopt O-3-26 on third reader. Seconded. A roll

call vote was taken. The motion CARRIED by the following vote:

9 -

Aye:

Mayor Littmann, Alderman Huntley, Alderwoman O'Neill, Alderman

Smith-Brown, Alderwoman Allsup-Johnson, Alderman Schandelmeier,

Alderwoman Contee, Alderman Savidge and Alderman Thorp

Alderman Schandelmeier - Cosponsor Added.

ADJOURNMENT

Upon motion duly made, seconded and adopted, the Regular Meeting was

adjourned at 8:33 pm.

Regina C. Watkins-Eldridge, MMC

City Clerk