Journalist @baltimoresun writer artist runner #amwriting Chaplain PIO #partylikeajournalist

Journalist @baltimoresun writer artist runner #amwriting Chaplain PIO #partylikeajournalist
Journalist @baltimoresun writer artist runner #amwriting Md Troopers Assoc #20 & Westminster Md Fire Dept Chaplain PIO #partylikeajournalist

Friday, December 27, 2002

20021226 City seeks bids for collection of trash

City seeks bids for collection of trash

Waste removal is $900,000 of $21.9 million budget; Firms have until Jan. 28 to apply

Baltimore Sun

December 26, 2002

The city of Westminster is looking for someone to take out the garbage - for at least three years.

The city is putting out to bid a contract that ranks in the top 10 of municipal expenses: solid waste and recycling.

"It's one of the city's biggest ongoing costs," said Thomas B. Beyard, director of public works and planning. "We'll hopefully find something comparable to what we have now."

In the city's $21.9 million budget, sanitation and waste removal takes up nearly $900,000, the third-highest expenditure in the public works department behind streets and recreation and parks.

Companies that want to bid on the city's contract - worth at least $1.5 million for three years starting next summer, said Beyard - may pick up packages at City Hall and submit proposals until Jan. 28.

York Waste Disposal has collected the city's trash - 375 tons of garbage and 150 tons of recyclables a month - since 1998. At that time, the company collected from 4,177 houses and city buildings, Beyard said. Each house generates about 1.48 tons of waste a year, Beyard said.

Trash is picked up once a week at each location, but York's trucks navigate Westminster five days a week to hit all the spots. The city's planning and public works department picks up furniture and yard waste by appointment only.

Residents living outside municipalities have to contract directly with trash collectors and pay on average $200 a year, about double the average paid by Westminster homeowners, Beyard said.

"We get a volume discount," he said. "It's actually a good bargain for people."

A house in Westminster valued at $100,000 has a yearly property tax bill of about $400. The city allots about a quarter of that to take care of garbage collection. The trash is taken to a landfill in Pennsylvania.

At the beginning of this year, 4,373 houses and city buildings were using the city for trash collection. Beyard expects that number to rise above 4,500 by summer.

Bidders should submit a bid that covers each year through June 2008, when the city estimates nearly 5,000 buildings will be on trash pickup routes. The city asks that bidders submit two proposals: one for three years and one for five.

The Baltimore Sun http://www.sunspot.net/news/local/carroll/bal-ca.trash26dec26,0,3981793.story?coll=bal%2Dlocal%2Dcarroll

Westminster Public Works Solid Waste Management

Westminster City Finance

Thursday, December 19, 2002

20021209 Short on space by Megen Wessel

Short on space

Writing for the Carroll County Times, Megen Wessel discusses the over-crowding in Westminster’s City Hall. To be sure, the building is an old mansion and NOT an office building. It certainly is quaint, but it has gotten hard to run a 25 million dollar public service corporation from within those quaint historic walls…


By Megen Wessel
Thursday, December 19, 2002

Times Staff Writer

Limited space in Westminster City offices means file cabinets in hallways, overflowing storage spaces and the inability to expand programs.

To get a handle on the current space issues and address space concerns in the future, the city formed a committee and hired a consultant.

"City Hall is not an office building, it's a mansion," said Thomas B. Beyard, director of planning and public works, whose office is in City Hall.

The study showed inadequacies in security, technology, communication between departments and working space for employees in most departments and suggested that the city consider building an central office building that would house all city staff.

"We enjoy our location, it's fun to be on Main Street," said Karen Blandford, Westminster's administrator of Housing and Community Development. "But it's difficult being away from City Hall and access to decision-makers above me."

The city's Housing and Community Development office and finance departments are both located in leased spaces at Winchester West on John Street.

City officials all agree that having all departments under one roof would help improve communication and teamwork.

But the proposed three-story building could cost the city as much as $4.5 million - an amount the city doesn't have and isn't willing to pay right now.

"I was shocked at the amount. We just don't have that," said Councilman Gregory Pecoraro.

In the meantime, staff members are trying to make creative use of what space they have. The council will begin discussing solutions and future growth during its upcoming budget discussions, Pecoraro said.

"I think there is enough room for everyone right now, but if we grow in any department then we will have to do something," Pecoraro said.

####

Friday, November 22, 2002

20021120 Westminster Downtown Parking Report

20021120 Westminster Downtown Parking Report

CITY OF WESTMINSTER, MARYLAND

Report and Recommendations

November 20, 2002

Advisory Task Force Committee

On

Downtown Westminster Parking

City of Westminster

P.O. Box 710 City Hall

Westminster, Maryland 21158

I. Introduction:

At its meeting of March 11, 2002, The Mayor and Common Council of Westminster unanimously established the Downtown Parking Advisory Committee. Thereafter, on June 4, 2002, Councilman Gregory Pecoraro convened the Downtown Parking Advisory Committee. The committee consisted of downtown business and property owners which were charged with reviewing the City’s parking structure and making preliminary recommendations to The Mayor and Common Council. The area under review by the Downtown Parking Advisory Committee is highlighted in Attachment 1. The following persons were appointed to the Committee.

Downtown Parking Advisory Task Force Committee:

Greg Pecoraro

David Max

Audrey Cimino

Craig Scott

Tom Ferguson

Lynn Aaron

Tom Beyard

Edward Gottleib

Stan Ruchlewicz

Kevin Bell

Maj. Dean Brewer

Mark Pohlhaus



II. Background Information:

The Committee was charged with finding creative ways to increase the parking revenue stream with the development of a five to ten year plan covering parking management, parking rates, access and related issues. At its first meeting, Councilman Pecoraro outlined the work to be undertaken by the parking committee. The first task the Parking Committee requested of staff was to establish a current parking inventory as well as to conduct a survey of the businesses within the study area inquiring about the number of employees and usage of public and private parking areas. A sample questionnaire is enclosed as Attachment 2. Table 1 provides a summary of the current parking inventory in Downtown Westminster. It shows a total of 3,727 public and private parking spaces within the study area. Of those, 1,906 are public parking spaces comprised permits, meter and free parking. The remaining parking spaces are privately controlled parking spaces. Table 2 provides a summary of the survey that was conducted, which utilized face-to-face interviews of the businesses that chose to participate in the survey. The response rate for the survey was 85% of all businesses within the study area.

Table 1

Downtown Parking Inventory


Total Parking Capacity

Number




Free Spaces

2551




Meters

524




Handicapped Spaces

88




Permit Spaces

529




Service Parking

35




Total*

3727




* Calculated by adding Total Public Spaces – 1,906 and Total Private Spaces – 1,821. Does not

include the addition of the Longwell Parking Garage or Westminster Square Garage











Table 2

Downtown Parking Survey Summary Tables





Type of Business

Number of Employees

# Off Street Spaces


FT

PT


Non Professional Service

134

64

139

Professional Service

339

125

336

Restaurant

71

39

60

Retail

33

32

32

Other

284

110

149

Total

861

370

716*

Total Employees

1,231



* Number of spaces provided for employee and patron use.

Table 2 (cont.)

Type of Business

# Permits Employer Purchase

# Permits Employees Purchase

Meter Subsidies

Non Professional Service

27

3

4

Professional Service

31

30

5

Restaurant

0

1

0

Retail

15

0

0

Other

31

79

1

Total

104

113

10


III. Committee Recommendations:

Based upon these results, the Committee directed staff to develop a parking strategy for the overall study area. This included defining “Guiding Principles” which would establish benchmarks for the Committee to consider while making its pricing recommendations. Those principles are as follows:

A. Parking Committee 2002

Guiding Principles

1. Preserve the City’s parking memo fund as a self-sustaining fund within the City’s general fund.

2. Establish charges for permit, payment on foot and metered parking that, over time, will provide sufficient revenue to cover the cost of: a) construction, operation and maintenance of parking spaces; and b) construction of additional parking spaces in the future.

3. Establish consistent fines for parking violations that, over time, will provide sufficient revenue to cover the personnel, operating and capital cost of parking enforcement.

4. Implement a progressive enforcement system that may include a warning for a first time offense and an increasing fine structure for repeat and habitual offenders.

5. Establish charges for permit, payment on foot and metered parking that direct and encourage customers and short-term parkers to use the most desirable and convenient spaces closest to the commercial core and encourage employees and long-term parkers to use permit spaces.

6. Establish charges for permit, payment on foot and metered parking that recognize that some City parking facilities are more desirable and convenient than others and should be priced differently to encourage their use and discourage their misuse.

7. Provide a variety of parking choices for customers, employees and others that take into consideration location, pricing and the differing needs of short-term and long-term users.

8. Provide a variety of parking payment choices for customers, employees and others that may include cash, credit and debit cards, pre-paid parking cards and related methods.

9. Provide clear and concise signing to direct users to City parking facilities.

10. Implement improved parking enforcement by utilizing better equipment and tactics, with the consideration of adding more enforcement personnel as needed.

11. Assure the maximum safety for the users of City parking facilities.

12. Recognize with the construction and increased capacity created by the construction of the Longwell and Westminster Square Parking Garages that some City surface parking facilities that are less convenient or in key geographic locations may have higher and better uses as development sites and could be redeveloped in the future to generate additional commercial space and tax base.

Additionally, the Committee determined a new pricing structure for meters, permits, pay on foot and violations. The Committee also recognized the need to upgrade the parking meters in Westminster. After much discussion, the Committee recommended the replacement of all meters with digital meters in FY 03-04. In addition to replacement meters, the Committee recommended that the City purchase new enforcement software and ticket dispensing machines which would make enforcement more efficient. After discussing the rate structure with the parking committee, the Committee recommends the following rate structure.

B. Rate Structure – Permits

Permitted Parking Lots FY 03-04 to FY 07-08*

Longwell Annex (formerly Key St. Lot) @$0.00/month

Lower Conaway Lot @$25/month

Upper Conaway Lot @$20/month

Chapel Lot @ $20/month

North Longwell Lot @$25/month

Bauerlein @$20/month


*Assumes the Conaway Lot will be redeveloped in FY 06-07

Permitted Parking Lots FY 08-09 to FY 12-13

Longwell Annex (formerly Key St. Lot) @$10/month

Chapel Lot $30/month

North Longwell Lot @$35/month

Bauerlein @$30/month


Permitted Parking Lots FY 13-14 to FY 17-18

Longwell Annex (formerly Key St. Lot) @$20/month

Chapel Lot $40/month

North Longwell Lot @$45/month

Bauerlein @$40/month


Permitted Parking Lots FY 18-19 to FY 22-23

Longwell Annex (formerly Key St. Lot) @$30/month

Chapel Lot $50/month

North Longwell Lot @$55/month

Bauerlein @$50/month


C. Rate Structure – Pay on Foot

Pay on Foot Rates FY 03-04 to FY 07-08

Longwell Parking Garage @$30/month

Westminster Square Parking Garage @$30/month


Pay on Foot Rates FY 08-09 to FY 12-13

Longwell Parking Garage @$40/month

Westminster Square Parking Garage @$40/month


Pay on Foot Rates 13-14 to FY 17-18

Longwell Parking Garage @$50/month

Westminster Square Parking Garage @$50/month


Pay on Foot Rates FY 18-19 to FY 22-23

Longwell Parking Garage @$60/month

Westminster Square Parking Garage @$60/month


D. Rate Structure – Violations

Violations FY 03-04 to FY 07-08*

Meters @$15/violation

Permit Violations @$15/violation

Other Summons @$30/violation


Violations FY 08-09 to FY 12-13*

Meters @$20/violation

Permit Violations @$20/violation

Other Summons @$35violation


Violations FY 13-14 to FY 17-18*

Meters @$25/violation

Permit Violations @$25/violation

Other Summons @$40violation


Violations FY 18-19 to FY 22-23*

Meters @$30/violation

Permit Violations @$30/violation

Other Summons @$45violation


* Assumes a uniform violation structure for meter violations. Committee recommended that the City employ a progressive violation fine structure dependent upon the number of violations received within a given time frame. (i.e. first violation – warning, second violation - $15 fine, etc…)

E. Rate Structure – Meters

Meter Rates FY 03-04 to FY 07-08

Location

Sherwood Lot - 95 meters @ $.50/hour

Albion Lot - 18 meters @ $.50/hour

Chapel Lot - 9 meters @$.50/hour

Sentinel Lot - 12 meters @$.50/hour

Gehr Lot - 21 meters @$.50/hour

Davis Lot - 14 meters @$.50/hour

Babylon Lot - 34 meters @$.50/hour

Diffendal Lot - 21 meters @$.50/hour

East Main Street - 128 meters @ $.50/hour

West Main Street - 54 meters @ $.50/hour

North Court Street - 30 meters @$.50/hour

Court Place - 4 meters @ $.50/hour

Bond Street - 6 meters @ $.50/hour

Anchor Street - 10 meters @$.50/hour

PA Avenue - 7 meters @$.50/hour


Meter Rates FY 08-09 to FY 12-13

Location

Sherwood Lot - 95 meters @ $.75/hour

Albion Lot - 18 meters @ $.75/hour

Chapel Lot - 9 meters @$.75/hour

Sentinel Lot - 12 meters @$.75/hour

Gehr Lot - 21 meters @$.75/hour

Davis Lot - 14 meters @$.75/hour

Babylon Lot - 34 meters @$.75/hour

Diffendal Lot - 21 meters @$.75/hour

East Main Street - 128 meters @ $.75/hour

West Main Street - 54 meters @ $.75/hour

North Court Street - 30 meters @$.75/hour

Court Place - 4 meters @ $.75/hour

Bond Street - 6 meters @ $.75/hour

Anchor Street - 10 meters @$.75/hour

PA Avenue - 7 meters @$.75/hour


Meter Rates FY 13-14 to FY 17-18

Location

Sherwood Lot - 95 meters @ $1.00/hour

Albion Lot - 18 meters @ $1.00/hour

Chapel Lot - 9 meters @$1.00/hour

Sentinel Lot - 12 meters @$1.00/hour

Gehr Lot - 21 meters @$1.00/hour

Davis Lot - 14 meters @$1.00/hour

Babylon Lot - 34 meters @$1.00/hour

Diffendal Lot - 21 meters @$1.00/hour

East Main Street - 128 meters @ $1.00/hour

West Main Street - 54 meters @ $1.00/hour

North Court Street - 30 meters @$1.00/hour

Court Place - 4 meters @ $1.00/hour

Bond Street - 6 meters @ $1.00/hour

Anchor Street - 10 meters @$1.00/hour

PA Avenue - 7 meters @$1.00/hour


Meter Rates FY 18-19 to FY 22-23

Location

Sherwood Lot - 95 meters @ $1.00/hour

Albion Lot - 18 meters @ $1.00/hour

Chapel Lot - 9 meters @$1.00/hour

Sentinel Lot - 12 meters @$1.00/hour

Gehr Lot - 21 meters @$1.00/hour

Davis Lot - 14 meters @$1.00/hour

Babylon Lot - 34 meters @$1.00/hour

Diffendal Lot - 21 meters @$1.00/hour

East Main Street - 128 meters @ $1.00/hour

West Main Street - 54 meters @ $1.00/hour

North Court Street - 30 meters @$1.00/hour

Court Place - 4 meters @ $1.00/hour

Bond Street - 6 meters @ $1.00/hour

Anchor Street - 10 meters @$1.00/hour

PA Avenue - 7 meters @$1.00/hour


The Committee recommends that the City replace all meters in FY 03-04. At that time, the Committee recommends that the hours of meter enforcement be extended by three hours from 8:00 a.m. to 5:00 p.m. The current hours of enforcement are 9:00 a.m. to 3:00 p.m. The recommended meters to install are digital and will be able to accept multiple forms of payment. The Committee also recommended that the City utilize a seven (7) year lease/purchase option which would minimize the initial capital cost. City staff is currently seeking lease/purchase proposals from local lending institutions. As information becomes available with respect to meter usage, the Committee recommends that the City annually review its meter rate structure.

The development of the above pricing structure achieves the goals of principles five, six and seven in the Guiding Principles. This pricing structure recognizes that some spaces are more desirable than others and they are priced to encourage employees and long-term parkers to park in the less convenient locations for a reduced cost. This pricing structure is also sensitive to the various types of customers that use parking in the downtown area and financial incentives have been built in to recognize the variety of choices that are necessary to accommodate all of Westminster’s parking customers. This parking structure also recognizes that some parking facilities are less convenient or in key geographic locations and may have a higher and better use as commercial sites and could be redeveloped in the future to generate additional commercial space and tax base.

Attachment 3 is a detailed cost/revenue analysis of the parking memo fund if the City were to implement these recommendations beginning in FY03-04. This analysis assumes that the Parking Memo Fund will start with a zero balance in FY 03-04 and some assumptions had to be made with respect to costs. Specifically, the cost of the meter replacement program is not based on a bid package; rather, it is based on estimates provided by vendors of this equipment.

These estimates have an assumed usage rate. For instance, it is assumed within this detailed cost/revenue analysis that 50% of the parking spaces within the Longwell Parking Garage will generate $30/month during the first five fiscal years. Similar adjustments have been made to all surface parking lots and meters as well. Revenue projections for City meters are based on nine hours of customers paying for metered parking.

As indicated in Attachment 3, the parking pricing structure has been established to cover all costs associated with parking as well as provide for additional revenues in the future so that additional parking structures can be constructed. If adopted as recommended by the Committee, the Parking Memo Fund will become self sufficient in FY 08-09. However, this fund will carry a negative balance forward until FY 10-11 as forwarded to The Mayor and Common Council for its consideration. Incidentally, at the end of the twenty (20) year cycle which is covered by this analysis, enough revenue would be generated to substantially cover the cost of constructing a new parking structure.

F. Increased Signage

The Committee also recommends that the City initiate an aggressive signage campaign to direct parking users to the designated parking facilities. In response to that, the Committee has recommended that the City budget $10,000 to cover the cost of placing signs in strategic locations to direct traffic to the City’s parking facilities.G. EnforcementThe Committee recognizes that enforcement is critical to ensure that the City’s parking facilities achieve maximum efficiency in usage. Therefore, in conjunction with the meter replacement program, the Committee recommends that the City purchase new enforcement software which would allow the City to design a progressive violation enforcement system which more severely penalizes repeat and habitual offenders of the parking facilities. This system would also be a more efficient system, as issuing violations would be less labor intensive than it is currently.

F. Enforcement

The Committee recognizes that enforcement is critical to ensure that the City’s parking facilities achieve maximum efficiency in usage. Therefore, in conjunction with the meter replacement program, the Committee recommends that the City purchase new enforcement software which would allow the City to design a progressive violation enforcement system which more severely penalizes repeat and habitual offenders of the parking facilities. This system would also be a more efficient system, as issuing violations would be less labor intensive than it is currently.

H. Future Capacity

The Committee recommends that the City consider providing additional parking structures in the downtown area as the Downtown area continues to grow in the future. Based upon the proposed pricing structure, it is anticipated that the City would generate enough revenue to construct another parking garage in the future similar to the Longwell Parking Garage.

IV. Summary

The Committee proudly submits these recommendations to The Mayor and Common Council for its consideration. The Committee feels that these recommendations will achieve the goals adopted by the Committee as their Guiding Principles.