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
Showing posts with label Westminster Employees. Show all posts
Showing posts with label Westminster Employees. Show all posts

Friday, October 09, 2009

Laurell Taylor, Westminster City Clerk since 2002, has died

Laurell Taylor, Westminster City Clerk since 2002, has died

October 9, 2009

Word spread quickly through the Carroll County community yesterday Westminster City Clerk Laurell Taylor died unexpectedly at her home in the early morning.

Before she was appointed City Clerk on February 11, 2002, she had served fourteen years Carroll County government, as an in-house attorney and administrator.

In Westminster she was appointed to replace Mr. John Dudderar who retired on January 31, 2002 after 37 years of service with the city. The city received over 110 applications for the position which were reviewed by the Westminster City Clerk Selection Committee for over a month.

During her tenure with Carroll County government, the county law department completed several major projects including the codification and computerization of county laws, regular staff training sessions, and the implementation of an overhaul of county laws. All of these experiences served her well with the City of Westminster.

Taylor participated actively in statewide and national organizations that impact local municipal governments, such as the Local Government Insurance Trust (LGIT) and the International Municipal Law Officers' Association.

She was a graduate of Towson University and had a law degree from the University of Baltimore School of Law.

No further information is available at this time.
*****
Kevin Dayhoff Soundtrack: http://www.kevindayhoff.net/ Kevin Dayhoff Art: http://www.kevindayhoffart.com/ Kevin Dayhoff Westminster: http://www.westgov.net/ Twitter: https://twitter.com/kevindayhoff Twitpic: http://twitpic.com/photos/kevindayhoff Kevin Dayhoff's The New Bedford Herald: http://kbetrue.livejournal.com/

Monday, May 18, 2009

Andy Cashman and Caroline Babylon at Carroll Co Ag Center event



Andy Cashman and Caroline Babylon at Carroll Co Ag Center event

May 8, 2009 by Kevin Dayhoff

Andy Cashman and Caroline Babylon take a short break and catch up on business at the pig weigh-in - inside the 4-H Therapeutic Riding Program of Carroll County Riding Arena - for the annual Carroll County 4-H FFA Fair.

After a long winter, the annual spring weigh-in is a great opportunity for families in the Carroll County ag community to catch-up and share plans for the Annual Carroll County 4-H and FFA Fair.

For more information on the fair go to: http://www.carrollcountyfair.com/

Dayhoff Daily Photoblog
20090508 Annual Fair pig weigh in (21)bw Andy CB

Friday, May 15, 2009

DAYHOFF: Cutting a ribbon on history at the Westminster Water Treatment Plant




DAYHOFF: Cutting a ribbon on history at the Westminster Water Treatment Plant

Bottom photo: April 24, 2008 Westminster, state, county and industry officials cut the ribbon at grand opening ceremonies for the new Westminster Cranberry Water Treatment Plant. From right to left: Ben Movahed from Watek Engineering, Westminster Common Council president Roy Chiavacci, Dr. Robert M. Summers, deputy secretary from the State Department of the Environment, Westminster mayor Tom Ferguson, Carroll County commissioners’ president Julia Gouge, Westminster Common Council members Dr. Robert Wack and Kevin Utz. Photo by Kevin Dayhoff (20090424 NewWTPribbon (18)b and 20090424 NewWTPribbon (24)b)

(c) Kevin Dayhoff, Posted on http://www.explorecarroll.com/ 4/29/09 photos by Kevin Dayhoff picture dates: April 24, 2009 http://tinyurl.com/pcae4f

DAYHOFF: Cutting a ribbon on history at the Westminster Water Treatment Plant Published April 29, 2009 by Westminster Eagle ... prosper. Note: next week's column will review a more in-depth history of the story of the early Westminster water systems. Kevin Dayhoff writes from Westminster, where he served as mayor from 2001 to 2005. When he is not enjoying a great glass of Westminster ... ...

Dayhoff: How water drove the growth Westminster ... and still does Published May 4, 2009 by Carroll Eagle, Westminster Eagle ... 200 years after our community banded together to maintain a steady and reliable water supply.

*****

Last week’s ribbon-cutting ceremony at the new Westminster water treatment plant put the city on the cutting edge of water.

Carroll and Westminster officials gathered for a ribbon-cutting April 24 at the Westminster Cranberry Water Treatment Plant, on Lucabaugh Mill Road just north of Westminster.

Mayor Tom Ferguson and Dr. Robert M. Summers, deputy secretary from the State Department of the Environment, shared remarks and recognized folks in attendance for working hard to make the state-of-the-art facility a reality.

Westminster council president Roy Chiavacci, councilmembers Kevin Utz and Dr. Robert Wack and Board of County Commissioners President Julia Gouge watched with well-deserved pride.

Among the folks recognized were Westminster city administrator Marge Wolf, engineer Mike Matov, representatives from Watek Engineering Corporation (who designed the facility), Conewago Enterprises and Siemens Water Technologies.

According to Kelly Martin, the city's information and communications specialist, the design of the plant, by Watek Engineering Corporation, took into account future growth capacity, while minimizing operation and maintenance costs.

“The Plant is designed to currently supply 2.75 million gallons per day (MGD) of potable water into the City's distribution system,” said data provided by Martin.

Simply increasing the number of membrane modules — part of the technology noted as “best available” by regulatory agencies — could increase the plant's capacity to 5 million gallons per day.

Although construction of the new treatment facility started May 2007, the story of water in Carroll and Westminster has its beginnings in the 1700s.

Indeed, the very spot upon which the new water facility is now located has a history that dates back to 1795.

According to information researched at the Historical Society of Carroll County by historian Richard Hyson, one of the earliest references to Winter's Mill — which now also lends its name to the high school — can be found as early as 1795 when it a grain mill and sawmill operated by Ledwick Wampler.

Airhart Winters took possession around 1860 and the mill can be located on the Lake, Griffing & Stevenson 1877 “Illustrated Atlas of Carroll County, Maryland.”

The property is described as being that of “Airhart Winters, Farmer and Manufacturer of Flour, Feed &c. Custom Sawing and Grinding done promptly. One and a half miles east of Westminster.”

Unfortunately, a fire around 1960 destroyed the adjacent mill master's home and all the records of the early days of the mill and the water company perished.

The mill master's house was located on the exact spot where the new treatment plant is now situated.

In 1920, the old Cranberry Water Pumping Station was constructed by Westminster Consolidated Utilities Company at the Old Winter's Mill, taking advantage of a millrace there to bring water into the plant from a millpond upstream.

Water in Westminster was supplied by a private company from 1883 to 1964. The city purchased the Maryland Water Company, a successor to the Westminster Consolidated Utilities Company, in 1964 for $961,792 and sold approximately $1.45 million worth of 2.5 percent bonds to pay for the system and improvements and expansions.

Compare that to the $12.3 million cost of the new water treatment plant; most of which was borrowed from the Maryland Water Quality Bond Fund through the Maryland Department of the Environment at 1 percent for 29 years.

When the water system was purchased 45 years ago, Westminster consisted of 477 acres and had a population of 6,123 compared to approximately 4,000 acres and 17,000 folks today.

Today, the water system supplies more than 33,000 people with water when you include the households it serves outside the city limits.

Over the past decade, community leaders have been grappling with how to continue to supply fresh drinking water and wastewater treatment facilities for a growing population and meet increased (and unfunded) federal and state water quality mandates.

The history of the new water treatment plant really began in the 1990s when Ken Yowan was the mayor of Westminster.

Jeff Glass, the Westminster director of public works, recently helped refresh my memory about the early discussions about the need to build a new facility.

“Well, it all started a long long time ago” with a quality control process called a CPE, comprehensive performance evaluation, recalled Glass. The purpose of the CPE is “to find weaknesses and areas for potential improvement.”

The city's first CPE was completed by by Lenny Gold in conjunction with MCET, the Maryland Center for Environmental Training.

“Jake Bair was running (MCET) at the time,” said Glass.

Bair has since retired but Gold is still in the consulting business, based in Easton. Glass said “both are really good guys. ... Lenny is the one who taught me how to operate a treatment plant.”

In approximately 1998, the CPE identified that the city would one day need to upgrade its water treatment process to provide additional barriers to guard against Cryptosporidium, Giardia, bacteria, turbidity and suspended solids in the water system.

Discussions and long range planning continued for years. When I took office as the mayor in May 2001, my predecessor, Mayor Yowan, and I had a series of transition discussions and the need for improvements to the then-80-year-old treatment plant was one of the many items reviewed.

In January 2002, $565,000 was included in the capital budget for design and construction of the filter re-bedding and preliminary plant design.

As challenges were identified, “it was then that we went out to bid for an evaluation of the current plant. The concept was to decide what was the best option(s) available to us, to take us into the future,” recalled Glass.

Enter Ben Movahed from Watek Engineering.

Movahed, along with Sophia Liskovitch, also with Watek, and a team of city officials including Glass, then-water treatment plant superintendent Paula Martin and her successor Bret Grossnickle, Tom Owens, all the water treatment plant operators, Tom Beyard, then the city's planning and public works director, and (Westminster engineer Mike) Matov , checked through the old plant with the concept of upgrading.

An additional $300.000 was allocated in February 2003 and another $300,000 in March 2004 as complications and challenges were identified in the complicated process of replacing an old water treatment system that dated back to the 1920s.

It was ultimately determined that upgrading the old plant was not a cost effective way to move forward and the idea to build a new plant firmly took root.

However, to further complicate the matter, it was also determined that the existing sand filtration media in the old plant needed to the re-bedded — changed-out — before a new plant could be constructed and brought on-line.

Another complication was researching what membrane filtering system to use. Since this technology is cutting edge, few existing examples could be studied.

This required research trips to several of the few existing facilities in the world. One was in England. Another in California and yet a third was in Toronto.

It was the facility above Toronto that proved especially trying as Glass recalls that the trip coincided with weather which saw the temperatures plummet to 40 degrees below zero.

Yet even more complicating was determining whether to use the “Zenon” filter or the “MEMCOR” filter.

When the investigation and research began, both were manufactured by stand-alone companies.

Then MEMCOR was purchased by U.S. Filter, which was subsequently purchased by Siemens.

Zenon was purchased by GE.

By 2007 drawings and planning process were complete and the city was able to begin construction of the new facility in May 2007.

The ribbon cutting ceremony last Friday witnessed the completion of the first full scale membrane filtering water treatment plant in Maryland.

The story of the plant is like much of the history of Westminster — a story of teamwork, careful planning, thinking outside of the box and adapting to change.

Perhaps the only thing more important than water in Carroll County history is how the community has always come together to meet hardships and challenges and adapt to the changes.

By working together we can easily meet the current water challenges and prosper.

Note: next week's column will review a more in-depth history of the story of the early Westminster water systems.

Kevin Dayhoff writes from Westminster, where he served as mayor from 2001 to 2005.

When he is not enjoying a great glass of Westminster water, he may be reached at kevindayhoff AT gmail.com.

http://explorecarroll.com/opinion/2863/dayhoff-cutting-ribbon-history-westminster-water-treatment-plant/

http://tinyurl.com/pcae4f

20090429 Cutting the ribbon on the new treatment plant weked

Kevin Dayhoff Soundtrack: www.kevindayhoff.net http://kevindayhoff.blogspot.com/
Kevin Dayhoff Art: www.kevindayhoff.com
Kevin Dayhoff Westminster: www.westgov.net

Wednesday, April 08, 2009

Arbor Day in Westminster



Arbor Day in Westminster

For this article and other community and family oriented news about Carroll County go to: http://www.explorecarroll.com/

Workers put the finishing touches on planting one of the three Yoshino cherry trees at Belle Grove Square on Thursday. From left to right, Westminster assistant street department superintendent Wayne Reifsnider, city arborist Eric Schlitzer, and Tree Commission chair Joe Barley. Kevin Dayhoff photo

Arbor Day in Westminster

Planting kicks off city's tree replacement effort

Posted 4/03/09

WESTMINSTER — In commemorating Arbor Day, the City of Westminster Tree Commission this week announced a project to replace dead or dying trees in downtown Westminster.

As part of the effort, the city planted three cherry trees at Belle Grove Square in a ceremony April 2. At the event, Mayor Tom Ferguson read an Arbor Day proclamation.

The trees are replacements for others that were in poor health. Another three trees, also replacements due to poor health, will be planted on Willis Street in cooperation with the Parkview condominium association.

An additional 11 trees will be installed on West Main Street, Pennsylvania Avenue and John Street, replacing trees that have been removed or have died.

http://www.explorecarroll.com/community/2694/westtrees/

20090403 WE KED Arbor Day in Westminster weked
Kevin Dayhoff www.kevindayhoff.net http://kevindayhoff.blogspot.com/

Thursday, March 26, 2009

CSM Beyard Receives the Maryland State Active Duty Award


MARYLAND ARMY NATIONAL GUARD HEADQUARTERS, 29TH COMBAT AVIATION BRIGADE MG WARREN HODGES ARMORY, BUILDING E4305
ABERDEEN PROVING GROUND, MARYLAND 21010-5401

MDARNG-29CAB 26 March 2009

CSM Beyard Receives the Maryland State Active Duty Award

Thomas B. Beyard, Command Sergeant Major (CSM) of the 29th Combat Aviation Brigade, Maryland Army National Guard, was recently awarded the Maryland State Active Duty Medal by Brigadier General James. A. Adkins, The Adjutant General of Maryland.

CSM Beyard received the award for participating in operations in support of the 2009 Presidential Inauguration. During the inaugural timeframe, his unit expanded and became Task Force Hawk, with responsibility for command and control of two aviation battalion task forces containing over 700 Soldiers and 40 helicopters. The two aviation battalion task forces, located in Virgina and Maryland, were prepared and ready to quickly move hundreds of Soldiers to the National Capital Region, if needed, to help maintain law and order in the event of an incident.

CSM Beyard was appointed to his current position of Command Sergeant Major of the 29th Combat Aviation Brigade effective August 1, 2008. The 29th Combat Aviation Brigade is one of the major commands in the Maryland Army National Guard with over 1,000 Soldiers. CSM Beyard has over 27 years of military service.

In the civilian world, CSM Beyard is employed as Director of Planning, Zoning and Development for the City of Westminster, Maryland. He has worked for Westminster government since 1987. He holds a Masters of Business Administration degree from TUI University. Beyard resides in Westminster, Maryland.

---end---

Kevin Dayhoff www.kevindayhoff.net http://kevindayhoff.blogspot.com/

Friday, July 18, 2008

Westminster will impose job cuts by Katie Jones for the Westminster Eagle

20080718 Westminster will impose job cuts by Katie Jones for the Westminster Eagle

Westminster will impose job cuts

Layoffs, revision of benefits announced

By Katie V. Jones

Originally Posted on the Westminster Eagle 7/16/08

Westminster Mayor Thomas Ferguson announced Monday the elimination of several jobs within city government as a means to cut the city’s budget in the face of what he called a “challenging year.”

A press release issued Monday said the cuts are needed “to facilitate a balanced budget.”

The city will not fill two vacant positions in the Office of Finance and the Mayor’s Office, and will eliminate the position of Housing Rehabilitation Coordinator and Manager of Planning.

Additionally, the city’s Code Enforcement Officer and Section 8 Housing Inspector positions will be merged into one job, and the City Clerk position will be trimmed from a full-time position to part-time.

Two administrative assistant positions will be cut, but two “staff assistant” positions will be created.

The release said a severance package, including pay and benefits, will be set up for employees whose positions have been eliminated.

In addition, the release announced changes to current city employees’ benefit packages.

Employees will be asked to double their contribution to health care policies from 7 percent to 14 percent.

Also, retirees’ health care benefits will be modified, and employees hired after July 1 of this year will not be eligible for this benefit, the press release stated.

“This has been a challenging year for the city as revenues have declined and expenditures have continued to increase,” said Ferguson in the release.

“Our three-year operating projections do not indicate this situation will improve significantly in the immediate future,” he addded. “Accordingly, I am reluctantly outlining the steps we have taken to adapt to this financial situation.”

Borrowing $3.5 million

The job cuts were not discussed at Monday’s meeting of the mayor and council.At the meeting, though, city officials did discuss how they would spend the $3.5 million loan that the council authorized in a special session July 9.

The bond money is targeted at road overlay projects, and Jeff Glass, director of public works, briefed the council on which streets would be slated for repairs and the possible order of completion.

Glass said that while his office has organized 11 groupings of streets for “some orderly fashion,” the future contractor of the project may have their own suggestions on how the work should proceed.

Glass noted that while plans are to complete all 11 groups, the rising cost of asphalt could prevent all from completion.

At the special session on July 9, Ferguson had noted that if asphalt prices continue to rise, the city may opt to stall the road repair program and return some of the $3.5 million without using it.

Prices, he said at last week’s meeting, are “going due north,” and will already affect the number of projects the city thinks it can accomplish.

The general obligation bond will be with BB&T Bank and is structured for nine years, with a two-year interest-only component. If the city chooses not to use the full amount, there is no penalty for early repayment, officials said.

At Monday’s session, the council agreed to put the overlay project out to bid instead of extending an existing order with C.J. Miller. While this will delay the project, it is necessary, Ferguson said, to get “the best price we can.”

That process will take 30 days, which Glass described as “the fast track.”

“It has to be advertised and the companies have to put their bids together,” he said. “Thirty days is cutting it.”

While Glass was fairly confident that the first two groups of streets would proceed as planned, Ferguson reminded everyone that the proposal was a “plan.”

“This is a plan and it is subject to modifications and change,” he said.


Jim Joyner contributed to this story.


http://www.explorecarroll.com/news/221/westminster-will-impose-job-cuts/

Wednesday, July 16, 2008

Westminster City Government Memo: Westminster cutting 9 jobs

Westminster City Government Memo: Westminster cutting 9 jobs

Date of Release: July 14, 2009
Contact: Marge Wolf
City Administrator
PRESS RELEASE

After the July 14 Common Council meeting. Mayor Thomas K. Ferguson announced a series of personnel and other actions required for the FY2009 fiscal year to facilitate a balanced budget.

"As I have cautioned during the budget deliberations, this has been a challenging year for the City as revenues have declined and expenditures have continued to increase. Our three year operating projections do not indicate this situation will improve significantly in the immediate future. Accordingly, I am reluctantly outlining the steps we have taken to adapt to this financial situation."

Among those changes is the following personnel restructuring. These changes in no way reflect on the performance of the employees but reflect a reorganization of the delivery of services.

1. Two vacant positions in Finance and the Mayor's Office have not been funded.

2. Instead of serving as our own general contractor for affordable housing projects, the City will partner with non-profit housing agencies or for profit developers to undertake these projects. The Housing Rehabilitation Coordinator position will be eliminated.

3. The Code Enforcement Officer and the Section 8 Housing Inspector will bemerged into one position under one property maintenance code. To achieve thischange, the Code Enforcement Officer and Section 8 Housing Inspector positions will be eliminated. A new Code Inspector position will be created.

4. The managerial functions of the Planning Department will be combined with the Director of Planning, Zoning and Development and the Manager of Planningposition will be eliminated.

5. Two certified Administrative Assistant positions (Department of Planning, Zoning and Development and Finance) will be eliminated and one certifiedAdministrative Assistant will be reassigned.

6. The central telephone Operator will be relocated from the Recreation Department to the Administrative Offices at 56 West Main Street.

7. Two Staff Assistant positions will be created.

8. The City Clerk position will be transitioned from a full-time position to a part-time position.

The City has developed a uniform severance package, including pay and insurance benefits, for those employees whose positions have been eliminated. They will also receive support in transitioning to other employment and will be given the information and the opportunity to apply for any of the newly created positions for which they are qualified.

Further, the City of Westminster has instituted a number of changes to the employee benefit package. The employees will be asked to double their contribution to the health care policies from 7% to 14%. The retirees health care benefit package will be modified and employees hired after July 1, 2008, would not be eligible for this benefit. In light of the continuing increases the City is facing for basic utilities and materials, task forces will focus on the following areas to meet these challenges:

• Gasoline consumption will be reviewed and modifications will be made to thetake home vehicle policy, the use of pool cars and reimbursement for the use ofprivate vehicles.

• An energy coordinator will be appointed in each City facility to develop anenergy policy and monitor compliance with that policy.

• By centralizing office supply purchasing and distribution, modifying utilization patterns, and identifying waste patterns the City will reduce our consumption of office supplies.

• The cost of providing employee benefits has been increasing every year. TheHealth Care Committee will a develop a long-term strategy to maintain anemployee benefit package at a reasonable cost both to the City and the employee.

• As was indicated in Mike Evan's presentation to the Mayor and Common
Council, the City needs to increase the recycling rate to decrease our landfill and hauling costs.


20080614 Westminster City Government Memo: Westminster cutting 9 jobs

Monday, July 14, 2008

Mayor: Westminster cutting 9 positions Posted by the Carroll County Times at 4:27 p.m.

Mayor: Westminster cutting 9 positions Posted by the Carroll County Times at 4:27 p.m.

http://www.carrollcountytimes.com/articles/2008/07/14/news/breaking_news/88westminster.txt

By Bryan Schutt, Times Staff Writer

Monday, July 14, 2008

Mayor Thomas Ferguson confirmed that Westminster will be eliminating nine city government positions and creating three new jobs.

The following positions are being eliminated:

two administrative assistant positions;

the manager of planning position;

the housing rehabilitation coordinator position;

the Section Eight housing inspector position;

and the code enforcement Officer position.

Two vacant positions, one in the finance department and one in the mayor’s office, won’t be funded.

He also confirmed that the city clerk position will be reduced to a part-time position, one administrative assistant will be reassigned and, unrelated to the personnel moves, another administrative assistant position will be retiring and that position will not be filled.

Two staff assistant positions and a Code Inspector position will be created, Ferguson said.

The mayor and Common Council will discuss the personnel actions more
during tonight’s council meeting at 7 p.m. in City Hall, 1838 Emerald Hill Lane.


See Tuesday’s Times (
Carroll County Times) for more.

20080614 Westminster cutting 9 jobs

Thursday, July 05, 2007

20070630 Daily Photoblog - Jim Pullen in the spotlight


Daily Photoblog - - Jim Pullen in the spotlight

June 30, 2007 – posted July 4th, 2007

Last Saturday, Grammy, Mrs. Owl, and I had dinner at “Legends Café” off Rte 140 in Westminster. We had a great dinner.

On our way out, we noticed that Westminster Police Officer Jim Pullen - who is well known for his “Thurmont Maryland accent,” and which is often mistaken for a special English accent, was on the bulletin board for an eating accomplishment…

Police officer Pullen (he has received a promotion or two since I worked with him in an official capacity… so I am no longer aware of his rank… Professor R1 will need to tell me…) is one of my many favorite officers in the Westminster Police Department – in a department full of common-sense and community oriented police officers that are just wonderful folks with which to work.

_____

Legends Café is owned by Jim and Amy Fields and is located at 532 Baltimore Blvd., Westminster Maryland, 21157. Their phone number is (410) 871-9599.

Why not give them a try sometime soon. It is not a chain and it is locally owned…

We really enjoyed our meal, the atmosphere and decorations. Our server was attentive and very pleasant.

####

Wednesday, June 20, 2007

20070618 Ginny Muse’s (WHS Class of 1971) Dad, Tom Muse passed away

20070618 Ginny Muse’s (WHS Class of 1971) Dad, Tom Muse passed away

C. Thomas Muse, 85, of Westminster

January 20th, 2007

Mr. C. Thomas Muse, 85, of Westminster is Ginny Muse’s (Westminster High School Class of 1971) Dad and a former City of Westminster employee.

A gathering of friends and family will be held at 3 to 7 p.m. Friday at Pritts Funeral Home & Chapel, 412 Washington Road, Westminster.

C. Thomas Muse, 85, of Westminster died Monday, June 18, 2007, at Howard County General Hospital after an extended illness.

Born Nov. 26, 1921, in Finksburg, he was the son of the late Fred Reed Muse Sr. and Deborah Ireland Muse. He was the husband of Lorraine Harbaugh Muse, his wife of 59 years.

He was a 1940 graduate of Westminster High School and the YMCA Business College. He was an Army veteran and served in World War II.

He had worked for Goodyear Tire Co. of Westminster, was the owner of Muse's Store on East Main Street and retired in 1983 from the City of Westminster, Department of [Public]Works.

He was a member of Grace Lutheran Church and the Just Two Again and the XYZ groups.

Surviving, in addition to his wife, are daughters Catherine Ortega of Pueblo, Colo., and Ginny [Muse] Schoenberger of Westminster; brothers John M. "Jack" Muse and William Muse; sisters Helen L. Vogt and Judy B. Naill; grandsons Corey and Scott Schoenberger; and a great-granddaughter, Mia Brooke Schoenberger.

He was predeceased by brothers Eugene I. Muse and Fred Reed Muse Jr.

A gathering of friends and family will be held at 3 to 7 p.m. Friday at Pritts Funeral Home & Chapel, 412 Washington Road, Westminster. Interment will be private and at the convenience of the family.

Memorial contributions may be made in his memory to the Westminster fire company, 28 John St., Westminster, MD 21157.

####

Monday, April 10, 2006

20060410 Westminster Employee Action

20060410 Westminster Employee Action

Note: I was given this document by certain Westminster City Employees anonymously… KED

April 10, 2006


Employee action: Most of the employees agree with most of these points. Not all the employees agree with all the points. Police not included.

  1. Non-sworn employees have waited several years for an increase in pay and benefits. During this wait, police officers and certain other employees have received substantial pay increases.
  2. Non-sworn employees need to be prioritized for FY 2007 pay and benefit enhancements.
  3. Relations between the mayor and council - and employees are at a crisis breaking point. All communication has broken down. The situation at present appears to have passed a point where anything can repair the relations.
  4. Employees feel blown-off by current mayor and council. Current mayor and council are condescending and only give lip service to the employees. Efforts from the mayor seem misleading, superficial, and not sincere.
  5. Employees distrust current mayor and council and feel they lack integrity.
  6. Employees lack confidence that the current mayor and council have the competence to run the city. The city is not a bank, where you can make it up as you go.
  7. Many feel the mayor and council are in it for themselves and not for the city.
  8. Many feel that the mayor only wants to be the mayor, so he can say that he is the mayor. There is concern that councilmen just want to run for higher office and are using the city and its employees for their own gain.
  9. Mayor and council don’t know the employees, their jobs or how things work and don’t appear to care to know.
  10. Mayor and council do not back up employees leaving them to twist in the wind.
  11. Employees afraid to disagree or take their problems to the mayor and council because they fear negative repercussions.
  12. Employee attempts to talk with press ignored by Carroll County Times and Baltimore Sun, which appears to not question mayor, while the Times and the Sun questions all the other towns.
  13. Employees have to look out for their own best interests.
  14. This mayor and council not looking out for employees – just themselves. As a result, employees actively seeking union representation, feeling that they have no choice. Outside union organizers have contacted city personnel to take advantage of this situation.
  15. The mayor and city council have created employee unrest and low morale for which union organizers can capitalize.
  16. Confidential employee morale study not confidential and further lowered morale.
  17. Concern that if mayor and council raise taxes and/or if the employees get a pay raise; the mayor and council will blame the tax increase on employees and not on their wasteful spending, which includes the city manager.
  18. Right now, employees don’t see long-range plan for the city, except what is in it for mayor and council.
  19. Employees don’t know where the city is going or what to do.
  20. Whatever is agreed to can change whenever mayor and council find it expedient with no feedback or consulting with the employees. Things just seem to be made up as they go.
  21. Making recreation a department level ill timed and made morale worse. Used money that should have gone to other employees, while other employees have been waiting for years for pay parity. Decision to make recreation a department was knee-jerk and made by suspending the rules and doing it all at one council meeting. As a result, an employee quit and another threatened to quit.
  22. While other employees wait and wait for pay relief, recreation made department level without a committee or study. Proof that a study is just a stalling technique.
  23. Meanwhile city has no separate independent human resources department - but now has a director level recreation department.
  24. Mayor and council considered an information technology director – before it had a department level human resources director.
  25. There is a strong lack of trust for current human resources office. Employees feel that confidentiality is not maintained.
  26. Employees impatient for things to change for the better. Feel too many committees are a ruse to insulate mayor and council from decisions.
  27. Mayor doesn’t accept responsibility for anything – especially if he can hide behind a committee.
  28. Employees are proud to be frugal and save the city money. They don’t need to be given money rewards by mayor and council, their pride is their reward.
  29. Employees proud to do their job well and solve problems creatively, when there is lack of budget.
  30. Hiring a city manager is an affront to the employees and destroys a sense of team. Previous mayor did the job for $10k a year.
  31. Last time city hired a city manager it didn’t work.
  32. Money to be used on city manager is not necessary and could be better spent elsewhere.
  33. City manager will only add an additional insulating layer between employees and mayor and council. City manager position does not have support of employees.
  34. City manager adds complicating layer between public and city. Often citizens currently have direct access to city and can get things done.
  35. July 1999, new contributory pension system became effective…
  36. June 2000, 129 employees, including some police, had to choose paying one-year retroactive cost or be penalized when they retired.
  37. It would have cost the city approximately $75,000 to pay the retroactive costs for the 129 employees under the new contributory pension system.
  38. City didn’t offer to pay the retroactive amount. When LEOPS was subsequently adopted for the police officers, all retroactive contributions were paid by the city.
  39. 2000 to 2001 Budget, only police officers received reclassified pay scale: $1,200 more than everyone else. This did not include other non-sworn police personnel.
  40. Fiscal year 2002 to 2003, city council gave employees a 1% cost of living increase when cost of living in area with month used for calculation was actually 2.2%.
  41. 2002: city police got union representation and started requests for separate retirement system (LEOPS).
  42. 2002: city offered police a plan where the city would put in between 5 to 9% of officers annual salary based on the number of years they have been employed. The police officers rejected the offer.
  43. Now police seem to have what they want. (Baltimore Sun, November 12, 2002). LEOPS will cost the city $364,000 a year or $17 million over 25 years after factoring in inflation and additional officers. Police gave up their pay raises the next year to support the plan. Yet several years later, they got a triple-step increase.
  44. LEOPS was adopted July 2003 and the city paid the police contribution retroactively.
  45. City employees would like an improved non-LEOPS pension plan. The 401a can be used as an instrument to increase the percent available to city employees at the time of retirement. Six percent, with an equal match, would be great. The city’s goal should strive for 50% of an employee’s salary at retirement.
  46. The city employees would like to be compensated for unused sick leave at retirement.
  47. Improved longevity and shift differential is important. Longevity needs to reflect cost of living changes. Our number is static and not pegged to inflation.
  48. Non-sworn employees have waited several years for an increase in pay and benefits. During this wait, police officers and certain other employees have received substantial pay increases.
  49. Non-sworn employees need to be prioritized for FY 2007 pay and benefit enhancements.

Friday, July 15, 2005

20050714 Westminster prepares to survey employees cct

20050714 Westminster prepares to survey employees By Robert Brodsky for the Carroll County Times

Westminster prepares to survey employees By Robert Brodsky for the Carroll County Times

Westminster prepares to survey employees

By Robert Brodsky, Times Staff Writer

Thursday, July 14, 2005

Hey, Westminster City employees. How do you like your job? Do you feel appreciated by your supervisor? Are you overworked? How about underpaid?

City workers will have the opportunity to answer questions like these and others as Westminster prepares for its first employee opinion survey.

The survey, which will be done by a yet unselected private consulting firm specializing in human resources work, will look at how the city's 160 employees view their jobs and examine what can be done to improve worker satisfaction, said Westminster Mayor Thomas Ferguson.

"It's a physical checkup of the [city's work force] environment," he said.

The employee opinion survey was a central point in Ferguson's campaign for mayor last spring. He said morale among employees had declined in recent years and wanted to find a way to improve relations between the city and its work force.

"One of the major reasons in doing this is to send a message to employees that we will listen to what you have to say," Ferguson said.

The survey's success will be based on two essential elements, Ferguson said. Employees must be assured their answers will be kept confidential and that they will result in meaningful change.

"If nothing comes of it, they're going to say 'Don't ask us again,'" Ferguson said. "We're planning to take these answers and factor them into our strategic planning process."

The survey will not result in any hirings or firings, nor any immediate shift in how the workforce is structured, Ferguson said. Rather, the survey could help determine which departments are lacking adequate equipment, which personnel may need increased training and whether employees as a whole believe they are fairly compensated and appreciated for the work they perform.

The city has received four bids by firms interested in performing the survey, Ferguson said. The bids range from $7,500 - a questionnaire that would be sent to all employees and then analyzed by the firm - to a $27,000 proposal that would include one-on-one interviews, group meetings and focus groups.

The city's personnel committee, composed of Finance Director Joe Urban, City Councilmembers Robert Wack and Suzanne Albert and Human Resources Administrator Darlene Childs, will hear presentations from the four consultants Monday and Tuesday.

Urban anticipates the committee will make its decision based not only on cost but on the services that would be most beneficial to city employees.

"Just mailing out a questionnaire may not inspire the most amount of confidence from employees," Urban said. "We want to structure the process to create the highest level of confidence from employees."

The city plans to pay for the survey by diverting resources from a $100,000 fund set aside to cover the cost of potential salary increments that could be suggested in an upcoming salary study, Urban said.

That study, which will be conducted by a different firm, will compare the salaries of Westminster City employees to those in the private sector and in other neighboring cities.

If needed, funds for salary increases could be supplemented through the city's emergency fund or through it's unappropriated surplus, Urban said.

The personnel committee plans to make a decision on a consulting firm for the employee opinion survey next week. The proposal would then go before the Westminster City Council on July 25.

If approved, the study could start in August and take between 60 and 90 days to complete.

Reach staff writer Robert Brodsky at 410-857-7865 or Rbrodsky@lcniofmd.com.

20050714 Westminster prepares to survey employees By Robert Brodsky for the Carroll County Times


Tuesday, June 21, 2005

20050620 Carroll County Times: New mayor eager to work with employees

By Robert Brodsky, Times Staff Writer

Monday, June 20, 2005

Q&A

Name: Thomas Ferguson

Residence: Westminster

Age: 63

Job: Mayor of Westminster

Reason for becoming involved in city government: Was involved for many years in civic and community groups, but, following his retirement, he wanted to provide a greater contribution to the city.

On May 9, Thomas Ferguson was elected mayor of Westminster, besting former Mayor Kevin Dayhoff by more than 120 votes. Ferguson, a retired bank executive, served nearly four years on the Westminster City Council before taking over as mayor.

Q: How has life changed since becoming mayor of Westminster?

A: I still take the garbage out and still have to walk the dog. Obviously, it hasn't been a dramatic change for me. I've only been retired for about a year. I was used to keeping a regular schedule, and I intend to maintain regular hours here. I've been spending a lot of hours here in the initial days and weeks just to get up to speed about what's going on. But not a lot has changed. I guess the only difference now is that I get to sign things.

Q: What changes have you put in place since taking office and what other changes are on the immediate horizon?

A: I started a regular staff meeting with the folks that report directly to me. We had our first staff meeting last week, and we're going to do that on a monthly basis. It's something that's important and needed, and it's new. Most of the first month has been spent figuring out how this place operates and getting a better understanding of the decision-making process.

Longer term, I want to start a formal strategic planning process. We are going to do a citywide employee opinion survey to get an understanding of how they feel about their jobs. That's the basis for another part of the strategic plan. What is it that employees need and want and what improvements do we need to make as an employer? It's a 360-degree look at ourselves. My experience in all the years that I have been doing this kind of stuff is that the best place to get information is from employees. They'll tell you the truth as long as their opinions and comments are protected and confidential. Sometime - I suspect this summer - we are going to do a citywide analysis of how our jobs are ranked; how we evaluate our jobs and whether or not our job categories are properly structured.

Q: Keeping with the subject of employee relations, you expressed concern during your campaign about the morale of city workers. Do you believe that your concerns were accurate and, if so, what can be done to improve the situation?

A: Part of the purpose of the opinion survey is to get to that question. Is morale an issue and, if so, what are the factors causing concerns among morale? I think my instincts are going to be true and that employees are looking forward to getting their opinions out. ... We are going to get the answer to that in the next few months.

Q: How will your administration be different than that of your predecessor, Kevin Dayhoff?

A: I am going to be here on a regular basis and be accessible for citizens and employees. I tend to be involved with what's going on in city government. Not to the degree of doing any micromanaging. That's what we hire experts to do. But to understand how we operate and ask questions about why we are doing what we are doing and is there a better way to do it? I am very interested in finding ways to make this place more efficient and more cost-effective. I am confident the employees will help us identify areas where we can find some productivity improvements and cost savings. So, I am going to be very much interested in getting employees involved in their day-to-day work life here and telling me and the council and the supervisory management staff what they think can be improved.

Q: What are some of the biggest issues facing the city of Westminster?

A: We have a flood of lots outside the city limits of Westminster that have an awful lot of potential development. I think the pressure the city will be facing is the question of annexation. How big do we want the city boundaries to become? Because the number of available building lots is going to be stunning. I think that's a big issue and one we have to get our arms around pretty quickly. That's why we need to have a full-blown strategic plan that talks about where the future city boundaries should be. We have this thing on a map now. There's this hypothetical line - and literally it's a line on the map - that says "future city boundary." And we have the city water and sewer service area and then we have the actual boundary. We need to ask ourselves a question: Where did that come from and is that what we want? Do we want the boundaries of the city of Westminster to be as big as that? And what are the implications for services and taxpayers? And along with that comes growth and questions about water and where it is going to come from.

Q: How does the city balance continued residential and commercial growth while also remaining a small Main Street town?

A: First of all, we need to make a decision on size and what we are going to look like. Get that down in the form of a document that everybody has bought into and then stick to it. How much more annexation do we want to do? And where do we want that to occur? The whole question of planning for growth and where we want that to occur has to be part of our overall plan. And what kind of growth? Do we want all our neighborhoods to look alike? I live in a neighborhood that is mixed. Different-style houses. Different architectural features. Multifamily, single-family, small houses and big houses. That's the kind of neighborhood that used to be typical. Mixed use has sort of gotten a bad name somewhere along the line. But that's kind of how we all grew up in small-town America. We can't turn the clock back, but I think there's something we can be doing better in our planning process to make the neighborhoods look less homogeneous.

Q: What do you envision Westminster will look like 20 to 25 years from now?

A: Well, growth is inevitable. We're blessed in many ways. We are in a beautiful part of the state, geographically convenient to places like Baltimore, [Washington] D.C., Philadelphia, Gettysburg and, for that matter, even New York. It's three hours to the ocean and four hours to the far western part of the state. Geographically, we are in a wonderful situation. We still have an awful lot of open farmland that is very attractive to people, so we are going to be a magnet for growth. And we're not going to be able to avoid that. I am hoping what we can do is deal with that in a way that doesn't turn this community into something that looks like everything else.

We have beautiful architecture in these older neighborhoods. You see some of that late 19th-century, early 20th-century architecture that's still very visible, particularly in some of these older neighborhoods on Main Street. These are things worth preserving. I would like to see more and more opportunities for people to live here and to work here. Not much in that regard the city can do by itself. But we need the help and cooperation of the county. I am hoping we can find ways to make it affordable.


Reach staff writer Robert Brodsky at 410-857-7865 or RBrodsky@lcniofmd.com.


Thursday, April 28, 2005

20050427 Budget to give police a raise The Advocate by Jamie Kelly

Wednesday, April 27, 2005 THE ADVOCATE OF WESTMINSTER AND FINKSBURG

Budget to give police a raise Council to hold a public hearing May 3 on proposed Budget

BY JAMIE KELLY, ADVOCATE STAFF WRITER

In Westminster’s proposed budget, introduced at Monday’s Council Meeting, the police are slated to get a large raise as a way to keep more officers and better recruit highly-qualified officers to join the force.

During a budget workshop April 28, the council agreed to change the proposed budget to give the officers a three-step pay raise, two steps more than the other employees will receive. In the original proposal, all employees would have gotten a one-step raise, like they do each year, with more money possible after a planned salary study.

The proposal came from Council Member Thomas Ferguson, who asked Joseph Urban, city finance director, to determine how much it would cost to increase police salaries by two extra steps. That would cost $125,686.

Council Member Roy Chiavacci strongly supported that measure. When his turn came to ask questions about the budget, nearly all were concerned with the police department.

Police Chief Jeff Spaulding sent out a survey to other departments that
Westminster competes with for recruits. He said that new police officers in Westminster make around 20 percent less than those in other jurisdictions.

That, he said, will keep people from applying. Chiavacci said that the police need more help than other departments, because they have seven vacancies out of a staff of a little more than 40, while other departments have only a few with staff size of about 100.

Spaulding asked the council for the pay increase, because while the council has already done some to help with recruitment, pay is a major issue. He said he didn’t expect the problem to be solved overnight, or even in one fiscal year, but that the raise would be a big step.

But both Mayor Kevin Dayhoff and Council President Damian Halstad opposed the raise.

Dayhoff said that since the budget already includes money for a salary study, it wouldn’t be fair to other employees to raise police salaries before everyone’s salary has been looked at.

Rather, he said, the council should approve the budget, which already gave every employee a one-step increase.

The other employees have seen the council repeatedly favor the police department, he said, and if that continues to happen, it could hurt morale.

He said the other employees of the city also have an effect on public safety, and that should be recognized.

Halstad said his major problem was that Westminster’s salary was being compared to those in Baltimore, Baltimore County and other, larger jurisdictions.

While Westminster might compete with those places for officers, he said, the city can’t afford to pay as much as they can, and the salaries don’t necessarily need to be as high, because there’s less danger.

But four council members voted to change the budget to include the raises for the police.

“It’s a leap of faith, but it’s a good leap,” said Council Member Suzanne Albert.


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20050427 Budget to give police a raise The Advocate by Jamie Kelly

Saturday, February 19, 2005

20050218 Live Near Your Work Program Resurrected by Deitrich Curry

20050218 Live Near Your Work Program Resurrected by Deitrich Curry

Live Near Your Work Program Resurrected by Deitrich Curry

Capital News Service Friday, February 18, 2005

ANNAPOLIS - Genora Brown has been a homeowner for five years after accepting a $3,000 incentive to live closer to her work, but others haven't had the same opportunity since the program that provided the grant closed in 2003.

Now one lawmaker has introduced legislation to resuscitate the program that made it possible for Brown to walk to her Johns Hopkins University job.

"I'm a new homeowner and that's something to be proud of," said Brown at Thursday's hearing before the House Environmental Matters Committee.

The Live Near Your Work Program began in 1997 to encourage homeownership and reduce commuting long distances by providing an incentive for buying a home close to work.

The state, localities and employers each contributed $1,000 for a total incentive of $3,000.

State funding cuts eliminated the program in 2003.

"It was really just getting off the ground," said the bill's sponsor, Delegate Maggie McIntosh, D-Baltimore County.

The bill will require that the governor include at least $250,000 annually in fiscal years 2007 and 2008 for the Department of Housing and Community Development to fund the program. Funds are not to exceed $500,000.

During the program's six-year run, the state provided $1.35 million for 997 grants in Baltimore, Baltimore County, Prince Georges County, Montgomery County, College Park, Hagerstown, Westminster and Salisbury.

About 130 employers participated including Johns Hopkins University, The Baltimore Sun Co., Morgan State University, Perdue Farms Inc. and Pepsi Cola Bottling Co.

McIntosh said the return is one of the best parts about this program.

"State dollars leverage more than twice their amount," McIntosh said.

There was no opposition to the bill at the hearing and McIntosh said the bill had a good chance of passing because of its "very low" cost.

The governor's office said it had no opinion on the bill.

While the state ended its funding for the program, Baltimore City continued to participate, providing a total of $2,000 for each family from the city and the employer.

The program has aided more than 300 families over the past two years.

Homes were purchased at an average cost of $93,776 and had a median cost of $830,000, according to a report released by The Greater Baltimore Board of Realtors.

About 56 percent of the new homebuyers had an annual household income of $50,000 or less, the report also revealed.

Still, the city is ready for the state to join the program again.

"We are ready, willing and able to be the third party," said Kenneth J. Strong, homeowners' office director of the Baltimore City Department of Housing and Community Development.

Employers and local jurisdictions can decide how far the person must live from their work to qualify. Some jurisdictions paid the incentive for people to live in certain, underpopulated areas.

Westminster Mayor Kevin Dayhoff said the program has helped revitalize his city by increasing families and citizens.

"A small amount of money can make a big difference when a young family purchases a home," he said.

Delegate Kumar Barve, D-Montgomery, an Environmental Matters Committee member, said the program has a variety of benefits.

"It encourages people to live where they work, while preventing congestion and improving the environment," he said.

Delegate Barry Glasman, R-Harford, also a committee member, called it a " laudable program."


Copyright © 2008 University of Maryland Philip Merrill College of Journalism

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