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8/12/2019 June 24 2014 Complete Agenda
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MAYORANDCITYCOUNCILWORKSESSION
Tuesday,June24,20141:00P.M.
AClosedSessionisscheduledfrom12:001:00P.M.todiscusslegalandcontractualmatters.AGENDA
1. CALLTOORDER2. REPORTONCLOSEDSESSIONTuesday,June24, 201412:001:00p.m.3. ACKNOWLEDGEMENTSANDRECOGNITIONS
A. RetirementRecognitionofWilliamBryanBishop,Jr.,FireEMSCaptain
4.
COMMENTSFROM
THE
PUBLIC
AnypersonwhomaywishtospeakonamatterscheduledfordiscussionontheWorkSessionAgendamaybeheardduringCommentsfromthePublicforaperiodofthree(3)minutesorsuchtimeasmaybedeemedappropriatebytheCouncilPresident. Anyonewishingtobeheardshallstatetheirname,addressandtheAgendaitemonwhichheorshewishestospeak.
5. NEWBUSINESSA. DiscussionofMemorandumofUnderstandingbetweentheMayor,CityCouncilandWorcester
CountyCommissionerspresentedbyCityManagerandPublicWorksDirector
B. RequesttoApproveOffPremiseDirectionalSignpresentedbyRinaThaler,OCCenterforthe
ArtsExecutive
Director
C. OtherPostEmploymentBenefits(OPEB)ActuarialReportpresentedbyKevinBinderand
RosanneCalzetta,BoltonPartners
D. FundingPoliciesforPensionandOPEBTrustFundspresentedbyFinanceAdministrator
E. 2013AnnualReportpresentedbyPlanningandCommunityDevelopmentDirector
F. BidAwardRecommendationforClassificationandBenefitsStudypresentedbyHuman
Resources
Director
G. StrategicPlanUpdatepresentedbyCityManager
6. ADJOURN
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WORK SESSION -MAYOR AND CITY COUNCIL
TUESDAY, JUNE 24, 2014
2. Report on Closed Session June 24, 2014 12:00 p.m.
1:00 p.m. Legal and Contractual Matters
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NOTICE OF CLOSED SESSION OF MAYOR & CITY COUNCIL OF OCEAN CITY
AUTHORITY: State Government Article: Section 10-508(a) Annotated Code of Maryland
PURPOSES:
1. To discuss:
(i) the appointment, employment, assignment, promotion, discipline, demotion,compensation, removal, resignation or performance evaluation of
appointees, employees or officials over whom it has jurisdiction; or(ii) any other personnel matter that affects one or more specific individuals;
2. To protect the privacy or reputation of individuals with respect to a matter that isnot related to public business
3. To consider the acquisition of real property for the public purpose and matters
directly related thereto;
4. Consider a matter that concerns the proposal for a business or industrial
organization to locate, expand or locate in the state;
5. Consider the investment of public funds;
6. Consider the marketing of public securities;
X 7. Consult with counsel to obtain legal advice;
8. Consult with staff, consultants or other individuals about pending or potentiallitigations;
9. Conduct collective bargaining negotiations or consider matters that relate to the
negotiations;
10. Discuss public security if the public body determines that public discussionwould constitute a risk to the public or public security, including;
a) the deployment of fire and police services and staff; and
b) the development and implementation of emergency plans
11. Prepare, administer or grade a scholastic, licensing or qualifying examination;
12. Conduct or discuss an investigative proceeding on actual or possible criminal
conduct;
13. Comply with a specific constitutional, statutory or judicially imposedrequirement that prevents public disclosures about a particular proceeding or
matter; or
X
14. Before a contract is awarded or bids are opened, discuss a matter directly related
to a negotiation strategy or the contents of a bid or proposal, if public discussionor disclosure would adversely impact the ability of the public body to participate
in the competitive bidding or proposal process
DATE AND TIME: Monday, June 24, 2014 12:00 p.m.
PLACE: City Hall
SUBJECT: Legal and Contractual Matters
VOTE: UNANIMOUS
OTHER: FOR:
AGAINST:
ABSTAIN:
ABSENT:
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REPORT OF CLOSED SESSION
OF THE MAYOR AND CITY COUNCIL OF OCEAN CITY
Prior to the open session of the Mayor and City Council being held on Tuesday, June
24, 2014, a closed session was held on Tuesday, June 24, 2014. The following is a
report of the closed session.
1. A statement of the time, place, and purpose of the closed session is attached.
2. A record of the vote of each member as to closing the session is attached.
3. A citation of the authority under the law for closing the session is attached.
4. (a) Topics of Discussion: Legal and Contractual Matters
(b) Persons present:
Mayor Richard Meehan
City Manager David RecorCouncil President Lloyd Martin
Council Secretary Mary Knight
Council Members Doug Cymek; Margaret Pillas; Brent Ashley; Dennis Dare andJoe Mitrecic
City Solicitor Guy AyresTourism Director Donna Abbott
Executive Office Associate Diana Chavis
Action(s) taken:
Motion to close meeting:
Time adjourned:
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WORK SESSION -MAYOR AND CITY COUNCIL
TUESDAY, JUNE 24, 2014
3. ACKNOWLEGEMENTS AND RECOGNITIONS
A. Retirement Recognition of William Bryan Bishop, Jr.,Fire-EMS Captain
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IN APPRECIATION OF BRYAN BISHOP25 YEARS OF SERVICE
BRYAN BISHOP has contributed Twenty-five (25)years of dedicated service to the Town of Ocean City, where he beganhis career in 1989; and
WHEREAS, Bryan Bishop has played an integral role in the Fire-EMSDepartment for the Town of Ocean City for 25 years; and
WHEREAS, Bryan managed the vehicle fleet for the EmergencyServices Department, seeing that our current fleet was properly
maintained and working on specifications for the purchase of newvehicles. Bryan has been an excellent supervisor as he carried outthe mission of the department and looked out for the personnel hesupervised; and
WHEREAS, Bryan Bishops skill and experience have beeninstrumental in the overall success of the Fire-EMS Department forthe Town of Ocean City, Maryland.
NOW, THEREFORE, I, Richard W. Meehan, Mayor of the Town ofOcean City, Maryland, along with the Ocean City Council, do herebycommend Bryan for his Twenty-five (25) years of devoted service andwish him a happy and healthy retirement.
IN WITNESS WHEREOF, I have hereunto set my hand and causedthe Great Seal of the Town of Ocean City, Maryland to be affixed this24thday of June in the year of Our Lord two thousand and fourteen.
______________________________RICHARD W. MEEHANMayor
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WORK SESSION -MAYOR AND CITY COUNCIL
TUESDAY, JUNE 24, 2014
4. COMMENTS FROM THE PUBLIC
Any person who may wish to speak on a matter scheduled for discussion on the Work
Session Agenda may be heard during Comments from the Public for a period of three
(3) minutes or such time as may be deemed appropriate by the Council President.
Anyone wishing to be heard shall state their name, address and the subject on which
he or she wishes to speak.
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WORK SESSION -MAYOR AND CITY COUNCIL
TUESDAY, JUNE 24, 2014
5. NEW BUSINESSA. Discussion of Memorandum of Understanding between the
Mayor, City Council and Worcester County Commissioners
presented by City Manager and Public Works Director
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TOWN OF
T h e Wh i t e M a r l i n Ca p i t a l o f t h e Wo r l d
TO: The Honorable Mayor, Council President and Members of CouncilFROM: David L. Recor, ICMA-CM, City ManagerRE: Memorandum of Understanding between the Mayor, Council and Worcester
County CommissionersDATE: June 19, 2014
ISSUE(S): Spray irrigation system at Eagles Landing Golf Course
SUMMARY: The Mayor, City Council and Worcester County Commissionershave reached an agreement, documented in a Memorandum of
Understanding (MOU), to work together on the construction ofnew spray irrigation system at Eagles Landing Golf Course.
This system will allow the treated wastewater effluent from thenew Mystic Harbour Wastewater Treatment Facility to be storedand spray irrigated on golf course lands.
The MOU benefits the City by providing a new irrigation systemfor Eagles Landing Golf Course and benefits the County byproviding an environmentally beneficial means for effluent reuse.
FISCAL IMPACT: For the City: capital improvements, credit for equity and futurecapital charges and compensation for 40 years of EDU charges
for a benefit valued at approximately $ 2,092,544.
RECOMMENDATION: Moving forward with construction, installation and utilization ofthe irrigation system.
ALTERNATIVES: None
RESPONSIBLE STAFF: Hal Adkins, Public Works DirectorJim Parsons, Public Works Chief Deputy DirectorSusan Petito, Recreation and Parks DirectorJoe Perry, Golf Course SuperintendentBob Croll, Head Golf Professional
COORDINATED WITH: Not applicable
ATTACHMENT(S): Memorandum of Understanding
Agenda Item # 5A
Council Meeting June 24, 2014
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WORK SESSION -MAYOR AND CITY COUNCIL
TUESDAY, JUNE 24, 2014
5. NEW BUSINESSB. Request to Approve Off-Premise Directional Sign presented
by Rina Thaler, OC Center for the Arts Executive Director
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TOWN OF
T h e Wh i t e M a r l i n Ca p i t a l o f t h e Wo r l d
TO: The Honorable Mayor, Council President and Members of CouncilFROM: David L. Recor, ICMA-CM, City ManagerRE: Consideration of Directional Sign for OC Center for the ArtsDATE: June 16, 2014
ISSUE(S): Request to approve off-premise directional sign
SUMMARY: Rina Thaler, Executive Director of OC Center for the Arts, isrequesting permission to place an off-premise directional signpanel on the 94thStreet Ocean Plaza Mall pylon sign.
Off-premise signs are prohibited; however, Town Code 66-16,entitled Exemptions, provides the City Council with the authorityto approve off-premise non-advertising signs.
FISCAL IMPACT: Not applicable
RECOMMENDATION: Approve off-premise traffic sign.
ALTERNATIVES: No staff alternatives suggested.
RESPONSIBLE STAFF: Blaine Smith, Zoning Administrator
COORDINATED WITH: Not applicable
ATTACHMENT(S): 1) Sign specs2) Town Code regarding off-premise signage
Agenda Item # 5B
Council Meeting June 24, 2014
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(a)
(b)
(c)
(1)
(2)
(3)
(4)
a.
b.
(5)
Sec. 66-7. Location and clearance; off-premises signs.
Ground signs.It shall be unlawful to erect a ground sign higher than 40 feet above street
level.
Roof signs.It shall be unlawful to erect a roof sign with its biggest point more than 24 feetabove the roof level and its face nearer than five feet to the outside wall towards which the
sign faces. All roof signs shall have a space at least six feet in height between the base of
the sign and the roof level and have at least five feet of clearance between the vertical
supports thereof.
Off-premises signs.All off-premises signs, the same being signs advertising a product,
service or business not located on the same premises as the sign, are prohibited.
(Code 1972, 85-7)
Sec. 66-16. Exemptions.
The provisions and regulations of the chapter shall not apply to the following signs; provided,however, that said signs shall be subject to the provisions of sections 66-6 and 66-10:
Bulletin boards for public, charitable or religious institutions, memorial signs or tablets
when cut into any masonry surface or when constructed of noncombustible materials.
Municipal, state or county signs, legal notices, traffic signs and such other
nonadvertising signs as may be approved by the City Council.
"For sale" or "for rent" signs not exceeding ten square feet in area when on the
premises.
A-frame signs on the boardwalk of Atlantic Avenue, only between the dates of
September 15 and May 15, except that from May 1 to May 15 and from September 15
to September 30 said signs shall not be allowed on weekends or holidays, includingSunfest, and provided that:
Said signs do not exceed 12 square feet in area per side; and
Said signs may extend no more than five feet from the western edge of the
boardwalk of Atlantic Avenue.
Off-premises advertising signs on public property by express permission of the Mayor
and City Council.
(Code 1972, 85-16; Ord. No. 2000-33, 12-4-2000; Ord. No. 2001-9, 6-4-2001)
Editor's note
Upon the effective date of this section 66-16, the Department of Planning and Community
Development shall advise all new applicants for signs that additional amendments to the sign
ordinance are to be considered, and that if passed into law, signs permitted on or after theeffective date hereof may not be "grandfathered" as a nonconforming sign.
Page 1 of 1Municode
6/16/2014https://library.municode.com/print.aspx?h=&clientID=12833&HTMRequest=https%3a%2...
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WORK SESSION -MAYOR AND CITY COUNCIL
TUESDAY, JUNE 24, 2014
5. NEW BUSINESSC.Other Post-Employment Benefits (OPEB) Actuarial Report
presented by Kevin Binder and Rosanne Calzetta, Bolton
Partners
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TOWN OF
The White Marlin Capital of the World
Agenda Item# 5C
Council Meeting June 24, 2014
TO: The Honorable Mayor, Council President and Members of Council
THRU: David L. Recor, ICMA-CM, City Manager
FROM: Martha Bennett, Finance Administrator
RE: Post-Employment Medical Benefits Actuarial Valuation
DATE: June 6, 2014
ISSUE(S): Presentation of the Town of Ocean City, Maryland Post-EmploymentMedical BenefitsActuarial Valuationdated May 2, 2014.
SUMMARY: Per the report, the employer contribution for retiree health benefitswas decreased from $3,604,000 for FY2014 to $3,083,000 forFY2015. A projected increase in medical cost was more than offset bydecreases due to updated demographic data, favorable claimsexperience, and updating the rate of change in per capita health claimcosts over time per the Society of Actuaries Long-Run Medical CostTrend Model.
FISCAL IMPACT: Reduction in employer contribution of $521,000.
RECOMMENDATION: Not applicable. Valuation was used to determine employercontribution for FY15 budget.
ALTERNATIVES Not applicable
RESPONSIBLE STAFF: Martha Bennett, Finance Administrator
COORDINATED WITH: Kevin Binder, F.S.A., M.A.A.A., Consultant, for Bolton Partners, Inc.He is a Member of the American Academy of Actuaries and meets theQualification Standards of the American Academy of Actuaries torender the actuarial opinion.
ATTACHMENT(S): PowerPoint prepared by Actuarial Consultant Kevin Binder
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Prepared
by
Bolton
PartnerJune2
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Why an Actuarial Valuation & GA
AccountingStandardforPostRetiremeBenefits
Tier2GovernmentsliketheTownofOcwere
required
to
implement
the
new
sta
FY2009
RequiresAccrualAccountinginsteadofAccounting(meaningtheexpenseshou
an
employee
works
not
after
they
retire)
Bolton Partners, Inc.
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HowDoesanActuarialValuatiDeterminethePresentValueofBenefits(P
ThePVB isthe$amountthatwouldbesufallfuturepromisedbenefits
Basedon
the
assumptions
Doesnotincludefuturehires
ForEmployeesAllocatethePVBbetween
Pastservice(theActuarialAccruedLiability
This
year
(the
Normal
Cost) Thefuture(futureNormalCosts)
Differentactuarialfundingmethodsforthis
Bolton Partners, Inc.
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HowDoesanActuarialValuatiForretireestheAALisequaltothePVB
TheActuarialAccruedLiabilityMinusTrutheUnfundedActuarialLiability(UAL)
Theannual
accrual
expense
is
equal
to
the
Normalcostplus
Amortization paymentoftheUAL
Bolton Partners, Inc.
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What is the Towns Benefit?Retireespay20%ofcost
Spousesarenotcovered
Eligibility hiredbeforeJuly1,2005
General age
55/30
years
or
age
65/15
years
PublicSafety Anyage/25yearsor age55/1
Eligibility hiredJuly1,2005orlater General age55/30yearsorage65/25years
PublicSafety Anyage/25years
Bolton Partners, Inc.
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What is the Towns Benefit?Wastewaterclosedgrouppay10%ofpremi
EmployeeshiredafterJuly1,2011andhave
yearsof
service,
receive
abenefit
amount
o$625/monthincreasedamaximumof3%p
untiltheyreach65
Bolton Partners, Inc.
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Assumptions Used in FY2015-FY
Valuation
MedicalTrend UsingtheSocietyofActuabaselinemodel themodelisupdatedann
7%
discount
rate
24yearamortizationofunfundedliability4%peryear(estimatedpayrollgrowth)
Biggestuncertaintyismedicaltrend
Bolton Partners, Inc.
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The Real Cost
Thetotalliabilityisthepresentvalueofthepostretirementcashflow
Actuarialassumptionswillnotchangetheflow(onlytheestimates)
Sincethereisatrustfundwithinvestment
thefuture
costs
are
offset
by
trust
fund
earn
Bolton Partners, Inc.
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The Bottom Line FYE 2014 (prior v
FYE 2015-2016 (new valuationFYE2014 FYE2015
Employees 513 496
Retirees 108 125
Accrued
Liability $46,079,000 $48,305,000 $Assets $15,501,000 $19,305,000 $
UnfundedAL $30,578,000 $29,000,000 $
AnnualRequiredContribution ARC
Amortizationof
Accrued
Liability
$1,803,000 $1,324,000
NormalCost $1,674,000 $1,759,000
Total $3,617,000 $3,083,000
Bolton Partners, Inc.
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ExpenseReconciliationAnnu
FY2014 3,
ExpectedIncrease 1
Demographic Experience (9
Claims Experience (15
ChangeinMedical TrendAssumption (3
ChangeinActuarial FundingMethod (6
FY2015 3,0
Bolton Partners, Inc.
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APeakIntotheFutureGASBhasannouncedthatitwillproposer
GASB45(ExposureDrafttobeissuedthism
Thechangeswillbesimilartothechanges
pensionstandard
ThepensionstandardchangeswillbeeffecandOPEBchangeareproposedtobeFY20
TheUAL(currently$29million)willmove
footnote
to
the
balance
sheetTheannualexpensewillbevolatile
ThecurrentfundingpolicycanstaythesamBolton Partners, Inc.
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Bolton Partners, Inc.
QUESTIONS?
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WORK SESSION -MAYOR AND CITY COUNCIL
TUESDAY, JUNE 24, 2014
5. NEW BUSINESSD.Funding Policies for Pension and OPEB Trust Funds
presented by Finance Administrator
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TOWN OF
The White Marlin Capital of the World
Agenda Item# 5D
Council Meeting June 24, 2014
TO: The Honorable Mayor, Council President and Members of Council
THRU: David L. Recor, ICMA-CM, City Manager
FROM: Martha Bennett, Finance Administrator
RE: Pension Plans and Other Post Employment Benefit Trust Funding Policies
DATE: May 28, 2014
ISSUE(S): Three (3) new funding policies for Policy and Procedure Manual
SUMMARY: These policies set formal guidelines for funding the Employees of Ocean
City, MD Pension Plan, the Public Safety Employees Pension Plan, andOther Post Employment Benefit Trust (OPEB). They were approved byour Pension Trustees, Ed Koebel of Cavanaugh Macdonald Consulting,LLC (our actuaries), Kevin Binder of Bolton Partners, Inc. and areconsistent with the Town's actual practice since establishment of theplans and OPEB Trust.
The new Government Accounting Standards no longer provide guidanceon how to calculate an annual required contribution (ARC) which theTown previously used to budget the pension plan and retiree healthcontributions each year. Establishing a funding policy is importantbecause it:
1) Lays out a plan to fund the pension plans and OPEB Trust, withdifferent objectives for each plan;
2) Provides guidance in making annual budget decisions;3) Demonstrates prudent financial management practices;4) Reassures bond rating agencies; and5) Shows employees and the public how pensions and OPEB Trust will
be funded.
FISCAL IMPACT: None
RECOMMENDATION: Approve funding policies.
ALTERNATIVES Do not approve funding policies.
RESPONSIBLE STAFF: Martha Bennett, Finance Administrator
COORDINATED WITH: Wayne Evans, Human Resources DirectorEd Koebel, Principal, Cavanaugh Macdonald Consulting, LLCKevin Binder, Consultant, Bolton Partners, Inc
ATTACHMENT(S): PPM 880-12; 800-13; 800-14
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TOWN OF OCEAN CITYOCEAN CITY, MARYLAND
POLICY AND PROCEDURE MANUAL
SECTION: FinancePPM 800-12 SUBJECT: Public Safety Employee
Pension Plan
Funding Policy
The purpose of this Funding Policy is to state the overall objectives for the Ocean
City, Maryland Public Safety Employees Pension Plan (Plan), the benchmarks that will
be used to measure progress in achieving those goals, and the methods and
assumptions that will be employed to develop the benchmarks. It is the intent of the City
Council that the Funding Policy outlined herein will remain unchanged until the
objectives below are met.
I. Funding Objectives
The goal in requiring employer and member contributions to the Plan is to
accumulate sufficient assets during a members employment to fully finance the benefits
the member is expected to receive throughout retirement. In meeting this objective, the
Plan will strive to meet the following funding objectives:
To develop a pattern of stable or decreasing contribution rates expressed as a
percentage of employer payroll and measured by valuations prepared inaccordance with principles of practice prescribed by the Actuarial Standards
Board.
To maintain an increasing funded ratio (ratio of actuarial value of assets to
actuarial accrued liabilities) that reflects a trend of improved actuarial condition.
The long-term objective is to attain a 100% funded ratio over a reasonable period
of future years.
To maintain adequate asset levels to finance the benefits promised to members
and monitor the future demand for liquidity.
To promote intergenerational equity for taxpayers with respect to contributions
required for the benefits provided by the Plan.
II. Measures of Funding Progress
To track progress in achieving the Plans funding objectives,the following measures
will be determined annually as of the actuarial valuation date (with due recognition that a
single years results may not be indicative of long-term trends):
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Funded ratioThe funded ratio, defined as the actuarial value of assets divided
by the actuarial accrued liability, should increase over time, before
adjustments for changes in benefits, actuarial methods, and/or actuarial
adjustments.
Unfunded Actuarial Accrued Liability (UAAL)
o Transitional UAAL The UAAL established as of the initial valuationdate for which this funding policy is adopted shall be known as the
Transitional UAAL.
o New Incremental UAAL Each subsequent valuation will produce a
New Incremental UAAL consisting of all benefit changes, assumption and
method changes and experience gains and/or losses that have occurred
since the previous valuations.
UAAL Amortization Period
o The transitional UAAL will be amortized over a closed 10 year period
beginning on the initial valuation date for which this funding policy is
adopted.
o Each New Incremental UAAL shall be amortized over a closed 10 year
period beginning with the year it is incurred.
o The amortization of UAAL will be developed using the level dollar
methodology.
Employer Contribution Rates
o In each valuation subsequent to the adoption of this funding policy the
required employer contribution rate will be determined as the summation
of the employer normal cost rate, a contribution rate for administrative
expenses, the amortization rate for the Transitional UAAL and theindividual amortization rate for each of the New Incremental UAAL bases.
o In no event shall the employer contribution rate be less than the employer
normal cost rate plus the contribution rate for administrative expenses.
o The valuation methodology, including the amortization of the Unfunded
Actuarial Accrued Liability (UAAL), would be expected to maintain
reasonably stable contribution rates.
III. Methods and Assumptions
The annual actuarial valuations providing the measures to assess funding progresswill utilize the actuarial methods and assumptions last adopted by the City Council based
upon the advice and recommendations of the actuary. These include the following
primary methods and assumptions:
The actuarial cost method used to develop the benchmarks will be the Projected
Unit Credit (PUC) actuarial cost method.
The long-term annual investment rate of return assumption will be 7.50% net of
investment expenses.
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Page 2 of 3
The actuarial value of assets will be determined by recognizing the annual
differences between actual and expected market value of assets over a five-year
period.
The employer contribution rates determined in an annual actuarial valuation will be atleast sufficient to satisfy the annual normal cost of the Plan and amortize the UAAL as a
level dollar amount over a period not to exceed 10 years.
The actuary shall conduct an investigation into the Plan s experience at least every
five years and utilize the results of the investigation to form the basis for recommended
assumptions and methods. Any changes to the recommended assumptions and
methods that are approved by the City Council will be reflected in this Policy.
IV. Funding Policy Progress
The City Council will periodically have actuarial projections of the valuation results
performed to assess the current and expected future progress towards the overall
funding goals of the Plan. These periodic projections will provide the expected valuation
results over at least a 10 year period. The projected measures of funding progress and
the recent historical trend provided in valuations will provide important information for the
Citys assessment of the Plans funding progress.
Date: 6/24/14 Page 3 of 3
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TOWN OF OCEAN CITYOCEAN CITY, MARYLAND
POLICY AND PROCEDURE MANUAL
SECTION: FinancePPM 800-13 SUBJECT: Employees Of Ocean City,
MD Pension Plan
Funding Policy
The purpose of this Funding Policy is to state the overall objectives for the
Employees of Ocean City, Maryland Pension Plan (Plan), the benchmarks that will be
used to measure progress in achieving those goals, and the methods and assumptions
that will be employed to develop the benchmarks. It is the intent of the City Council that
the Funding Policy outlined herein will remain unchanged until the objectives below are
met.
This Plan is closed to new members effective April 1, 2011. As such, this Plan
represents a different funding profile than an ongoing plan. The cash needed to meet
the benefit payroll will eventually peak for the Plan and then begin a very slow downward
trend. This will put additional pressure on the liquidity needs of the Plan to satisfy
declining net external cash flow.
I. Funding Objectives
The goal in requiring employer and member contributions to the Plan is to
accumulate sufficient assets during a members employment to fully finance the benefits
the member is expected to receive throughout retirement. Once all members are in
retiree status, the goal will switch to develop the required funds needed to meet the
objective of paying all benefits with little if any residual asset value. In meeting these
goals, the Plan will strive to meet the following funding objectives:
To develop a pattern of stable contribution amounts and measured by valuations
prepared in accordance with principles of practice prescribed by the Actuarial
Standards Board.
To maintain an increasing funded ratio (ratio of actuarial value of assets to
actuarial accrued liabilities) that reflects a trend of improved actuarial condition.
The long-term objective is to attain a 100% funded ratio over a reasonable period
of future years.
To maintain adequate asset levels to finance the benefits promised to members
and monitor the future demand for liquidity.
To promote intergenerational equity for taxpayers with respect to contributions
required for the benefits provided by the Plan.
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II. Measures of Funding Progress
To track progress in achieving the Plans funding objectives, the following measures
will be determined annually as of the actuarial valuation date (with due recognition that a
single years results may not be indicative of long-term trends):
Funded ratioThe funded ratio, defined as the actuarial value of assets divided
by the actuarial accrued liability, should increase over time, before adjustmentsfor changes in benefits, actuarial methods, and/or actuarial adjustments.
Unfunded Actuarial Accrued Liability (UAAL)
oTransitional UAAL The UAAL established as of the initial valuation
date for which this funding policy is adopted shall be known as the
Transitional UAAL.
oNew Incremental UAAL Each subsequent valuation will produce a
New Incremental UAAL consisting of all benefit changes, assumption
and method changes and experience gains and/or losses that have
occurred since the previous valuations.
UAAL Amortization Period
o The transitional UAAL will be amortized over a closed 10 year period
beginning on the initial valuation date for which this funding policy is
adopted.
o Each New Incremental UAAL shall be amortized over a closed 10 year
period beginning with the year it is incurred.
o The amortization of the UAAL will be developed using the level dollar
methodology.
Employer Contribution Amounts
o In each valuation subsequent to the adoption of this funding policy therequired employer contribution amount will be determined as the
summation of the employer normal cost, a contribution for administrative
expenses, the amortization amount for the Transitional UAAL and the
individual amortization amount for each of the New Incremental UAAL
bases.
o In no event shall the required employer contribution amount be less than
the employer normal cost plus the contribution for administrative
expenses.
o The valuation methodology, including the amortization of the Unfunded
Actuarial Accrued Liability (UAAL), would be expected to maintainreasonably stable contribution amounts.
o Once all members are in retiree status, the employer contribution amount
pattern will switch to generate a reasonable reserve level in relation to
annual projected benefit payments so as to leave little if any residual
asset value when this last benefit payment is made well out into the
future.
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III. Methods and Assumptions
The annual actuarial valuations providing the measures to assess funding progress
will utilize the actuarial methods and assumptions last adopted by the City Council based
upon the advice and recommendations of the actuary. These include the following
primary methods and assumptions:
The actuarial cost method used to develop the benchmarks will be the ProjectedUnit Credit (PUC) actuarial cost method.
The long-term annual investment rate of return assumption will be 7.50% net of
investment expenses.
The actuarial value of assets will be determined by recognizing the annual
differences between actual and expected market value of assets over a five-year
period.
The actuary shall conduct an investigation into the Plan s experience at least every
five years and utilize the results of the investigation to form the basis for recommended
assumptions and methods. Any changes to the recommended assumptions and
methods that are approved by the City Council will be reflected in this Policy.
IV. Funding Policy Progress
The City Council will periodically have actuarial projections of the valuation results
performed to assess the current and expected future progress towards the overall
funding goals of the Plan. These periodic projections will provide the expected valuation
results over at least a 10-year period. The projected measures of funding progress and
the recent historical trend provided in valuations will provide important information for the
Citys assessment of the Plans funding progress.
Date: 06/24/14 Page 3 of 3
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TOWN OF OCEAN CITY
OCEAN CITY, MARYLAND
POLICY AND PROCEDURE MANUAL
PPM 800-14 SECTION: FinanceSUBJECT: Other Post
Employment Benefits
Trust Funding Policy
The purpose of this Funding Policy is to state the overall objectives for the Ocean
City, Maryland Other Post Employment Benefit Trust, (OPEB Trust), the benchmarks
that will be used to measure progress in achieving those goals, and the methods and
assumptions that will be employed to develop the benchmarks. It is the intent of the CityCouncil that the Funding Policy outlined herein will remain unchanged until the
objectives below are met.
I. Funding Objectives
The goal in requiring employer contributions to the OPEB Trust is to accumulate
sufficient assets during a members employment to fully finance the employers share of
benefits the member is expected to receive throughout retirement and/or until the
employee is eligible for Medicare. In meeting this objective, the OPEB Trust will strive to
meet the following funding objectives:
To develop a pattern of stable or decreasing contribution rates measured byvaluations prepared in accordance with principles of practice prescribed by the
Actuarial Standards Board.
To maintain an increasing funded ratio (ratio of actuarial value of assets to
actuarial accrued liabilities) that reflects a trend of improved actuarial condition.
The long-term objective is to attain at least an 80 percent funded ratio over a
reasonable period of future years.
To maintain adequate asset levels to finance the benefits promised to members
and monitor the future demand for liquidity.
To promote intergenerational equity for taxpayers with respect to contributions
required for the benefits provided by the OPEB Trust.
II. Measures of Funding Progress
To track progress in achieving the OPEB Trusts funding objectives, the following
measures will be determined biannually as of the actuarial valuation date (with due
recognition that a single years results may not be indicative of long -term trends):
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The actuarial cost method used to develop the benchmarks will be the entry age
normal funding method calculated on an individual basis with level percentage of
payroll.
The long-term annual investment rate of return assumption will be 7.00% net of
investment expenses.
The actuarial value of assets shall be at market.
Medical trend costs are based on Society of Actuaries Long Term Medical TrendModel baseline assumptions
Demographic assumptions consistent with those used by the Towns pension
plan valuations
The long term investment return assumption will be periodically reviewed. The
assumption should be equal to the weighted average of the long term expected rate of
return of the plans investments by investment class. The weights should be based on
the plans investment policy. For this purpose, the long-term expected rate of return
should be determined net of pension plan investment expense but without reduction for
pension plan administrative expense.
IV. Funding Policy Progress
The City Council will periodically have actuarial projections of the valuation results
performed to assess the current and expected future progress towards the overall
funding goals of the Plan. These periodic projections will provide the expected valuation
results over at least a 20 year period. The projected measures of funding progress and
the recent historical trend provided in valuations will provide important information for the
Citys assessmentof the Plans funding progress.
Adopted: _________________________________________________
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WORK SESSION -MAYOR AND CITY COUNCIL
TUESDAY, JUNE 24, 2014
5. NEW BUSINESSE. 2013 Annual Report presented by Planning and Community
Development Director
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TOWN OF
T h e Wh i t e M a r l i n Ca p i t a l o f t h e Wo r l d
TO: The Honorable Mayor, Council President and Members of CouncilTHRU: David L. Recor, ICMA-CM, City ManagerFROM: Matthew Margotta, Planning and Community Developer DirectorRE: Ocean City Annual Report for 2013DATE: June 18, 2014
ISSUE(S): Annual report as required by Maryland Department of Planning (MDP)
SUMMARY: General requirements for submitting annual reports is found inLand Use Article 1-207. The report is to be approved by the
Planning Commission, submitted to the local legislative body, andsubmitted to MDP.
The Annual Report format follows a worksheet format developed byMDP. This was due to the large variations in responses andinterpretation in report requirements. The focus falls on the numberof new residential permits issued.
The legislative body shall review the annual report and directthat any appropriate and necessary studies and other actions beundertaken to ensure the continuation of a viable planning anddevelopment process. (1-207 (5)(d) Review)
The report will be reviewed by the Planning Commission on July 1and submitted to the MDP on July 2.
FISCAL IMPACT: Not applicable
RECOMMENDATION: Not applicable
ALTERNATIVES: Not applicable
RESPONSIBLE STAFF: Matthew Margotta, Planning and Community Development DirectorBob Nelson, Planner
COORDINATED WITH: Maryland Department of Planning
ATTACHMENT(S): 2013 Draft Annual Report
Agenda Item # 5E
Council Meeting June 24, 2014
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AnnualReportWorksheet
ReportingforYear2013
1
JurisdictionName: TownofOceanCity,Maryland
PlanningContactName: MatthewMargotta
PhoneNumber: 4102898942
Email: [email protected]
SectionI: AmendmentsandGrowthRelatedChangesinDevelopmentPatterns
(A)Wereanynewcomprehensiveplanorplanelementsadopted? Y N1. Ifno,goto(B).
2. Ifyes,summarizewhatwasadopted.
(B) Werethereanygrowthrelatedchangesindevelopmentpatterns? Y NNote:Growthrelatedchangesindevelopmentpatternsarechangesinlanduse,zoning,
transportationcapacityimprovements,newsubdivisions,newschoolsoradditionsor
changestowater&sewerserviceareas
1. If no,goto(C).
2. Ifyes,summarizeeachgrowthrelatedchange.
(C)Wereanyamendmentsmadetothezoningregulations? Y NWemodifiedthewaywemeasurebuildingheight.Wealsomodifiedthewaywecalculateparkingspacesneeded
forrestaurantsandshoppingcenters.
(D) Wereanyamendmentsmadetothezoningmap? Y N
SectionII:MappingandGISShapefiles
(A)DoesyourjurisdictionuseGIStoprepareplanningmaps? Y N1. Ifno,includeanaddress,parcelidentificationnumberorothermeans
toidentifythetypeandlocationofallnewgrowthrelatedchangesor
zoningmapamendmentslistedinSectionsI(B)andI(D). Providea
papermaps(s)
that
indexes
the
general
location(s)
of
the
growth
relatedchangesorzoningmapamendment(s).ContactMDPfor
mappingassistance.
2. Ifyes,includeamap(s)ofthelocation(s)oftheamendment(s)and
submitapplicableGISshapefilesforallnewgrowthrelatedchanges
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3
(B) Didyourjurisdictionadoptanyordinancesorregulationsneededtoimplementthe12planningvisions
under1201oftheLandUseArticle? Y N
1. Ifno,gotoSectionV:MeasuresandIndicators.
2.
If
yes,
what
were
those
changes?
SectionV:MeasuresandIndicatorsSKIPlessthan 50newpermitsissued
(Note:TheMeasuresandIndicatorsSections(D)(G)areonlyrequiredforjurisdictionsissuingmorethan50new
residentialbuildingpermitsinthereportingyear.)
(A) IntheTotalcolumninTable1,NewResidentialPermitsIssued(InsideandOutsidethePFA)in(C)
below,enterthetotalnumberofresidentialbuildingpermitsissuedin2013. Enter0ifnonew
residentialbuildingpermitswereissuedin2013.
Note: For annual reporting purposes, tabulate the amount of new residential building
permits issued at the time your jurisdiction was granted the ability for a new residential
unit to be constructed. It does not mean that the unit has been constructed or occupied.
If your local definition of building permit varies, indicate the definition used to tabulate
new residential building permits.)
(B) InthePFAcolumninTable1,enterthetotalnumberofpermitsissuedinsidethePFA.
Enter0ifnonewresidentialbuildingpermitswereissuedinsidethePFAin2013.
(C) IntheNonPFAcolumninTable1,enterthetotalnumberofpermitsissuedoutsidethePFA.
Entera0
ifno
new
residential
building
permits
were
issued
outside
the
PFA
in
2013.
(D) IfthetotalnumberofnewresidentialpermitsinTable1islessthan50,thenTables2Aand2B
areoptionalandcanbeusedtolocallymonitorchangeslessthan50permits.Skipto(E)ifthetotal
numberofnewresidentialpermitsinTable1is50ormore.
Table1:NewResidentialPermitsIssued Inside&OutsidethePFA
Residential PFA NonPFA Total
#NewResidentialPermitsIssued 33 0 33
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Table2B:
Amount
of
Commercial
Growth
(Inside
and
Outside
the
PFA)
(E)Weremorethan50newresidentialbuildingpermitsissuedin2012?SKIP Y N
1. If no,thentheremainderofthissectionisoptional.SkiptoSectionVI.
2. Ifyes,completeTables35forResidentialGrowthandTables68forCommercial
Growthin(F)and(G)below.
(F) Amount,NetDensityandShareofResidentialGrowth:
(Note:Tocalculatetheamount,netdensityandshareofresidentialgrowth,jurisdictions
mustidentify
the
total
number
of
new
residential
building
permits
issued;
the
total
number
ofnewresidentialunitsapproved;thetotalnumberofnewresidentiallotsapproved;thetotalapprovedgrossacreageof
newresidentialsubdivisions;andnewlotarea.Anumberofvalues
arerepeatedinTables15.Besuretoenterconsistentvaluesforeachsimilarcategoryusedin
thesetables.)
Table2A:AmountofResidentialGrowth(InsideandOutsidethePFA)
Residential PFA NonPFA Total
#
Units
Approved
#UnitsConstructed
#MinorSubdivisionsApproved SKIP
#MajorSubdivisionsApproved
TotalApprovedSubdivisionArea
(GrossAcres)
#LotsApproved
TotalApprovedLotArea(NetAcres)
Commercial PFA
Non
PFA Total
#NewPermitsIssued
#NewLotsApproved SKIP
TotalSquareFeetApproved(Gross)
TotalSquareFeetConstructed(Gross)
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Table3:AmountofResidentialGrowth(InsideandOutsidethePFA)
Table4:NetDensityofResidentialGrowth(InsideandOutsidethePFA)
Table5: ShareofResidentialGrowth(InsideandOutsidethePFA)
Residential PFA
Non
PFA Total
#NewUnitsApproved SKIP
%ofTotalUnits(#Units/TotalUnits) % % 100%
(G) Amount,NetDensityandShareofCommercialGrowth:
(Note:Tocalculatetheamount,netdensityandshareofcommercialgrowth,jurisdictions
mustidentifythetotalnumberofnewcommercialpermitsissued;thetotalsquarefootage
ofthecommercialbuildingapproved;thetotalnumberofcommerciallotsapproved;andthe
totalapprovedsubdivisionnetlotarea,inacres,forcommercialsubdivisions.Thetotalbuilding
squarefootageandtotallotsizevaluesshouldbethesameforTables68.Forannualreport
purposes,allapprovedsquare(gross)shouldbetabulatednotallbuildingsquarefootage
maybeusedforcommercialorretailrelatedactivities.Commercialgrowthshouldinclude
retail,office,hotel,industrialusesandmayincludeotheruseslikemixeduse,institutional
oragriculturalstructures,ifapprovedforcommercialuse.)
Residential PFA
Non
PFA Total
#New
Permits
Issued
#NewUnitsApproved SKIP
#UnitsConstructed
TotalApprovedSubdivisionArea
(GrossAcres)
#LotsApproved
Residential
PFA
Non
PFA
Total
#NewUnitsApproved SKIP
TotalApprovedLotSize(NetAcres)
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Table6:AmountofCommercialGrowth(InsideandOutsidethePFA)
Commercial PFA
Non
PFA Total
#PermitsIssued
BuildingSquareFeet(Gross) SKIP
#LotsApproved
TotalSubdivisionArea(GrossAcres)
Table7:NetDensityofCommercialgrowth(InsideandOutsidethePFA)
Table8:ShareofCommercialGrowth(InsideandOutsidethePFA)
Commercial PFA
Non
PFA Total
BuildingSquareFeet(Gross) SKIP
%ofTotalBuildingSF(Bldg.Sq.Ft./TotalSq.Ft.)
SectionVI: LocallyFundedAgriculturalLandPreservation
(A) Howmanyacreswerepreservedusinglocalagriculturallandpreservationfunding?
Entera0ifnolandwaspreserved. 0acres
SectionVII:LocalLandUsePercentageGoal
(A)IsalllandwithintheboundariesofthejurisdictionaPFA? Y N
1.
Ifyes,
the
local
land
use
percentage
goal
does
not
need
to
be
established.
Skip
to
Section
VIII.
2. Ifno,thejurisdictionmustestablishalocalpercentagegoal.Goto(B).
(B) Whatisthejurisdictionsestablishedlocallandusepercentagegoal? SKIP %
(C) Whatisthetimeframeforachievingthisgoal? SKIP ___years
(D) Hastherebeenanyprogressinachievingthegoal? SKIP Y N
(E) WhataretheresourcesnecessaryforinfrastructureinsidethePFA?SKIP
Commercial PFA
Non
PFA Total
Building
Square
Feet
(Gross)
SKIP
TotalLotSize(NetAcres)
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(F) WhataretheresourcesnecessaryforlandpreservationoutsidethePFA?SKIP
SectionVIII:DevelopmentCapacityAnalysis(DCA)
(A)HasanupdatedDCAbeensubmittedwithyourAnnualReportortoMDPwithinthe
lastthreeyears? Y N
(Note:ADCAisrequiredevery3yearsandwheneverthereisasignificantchangeinzoning
orlandusepattern.See1208(1)(iii)oftheLandUseArticle. ADCAmaybesubmitted
independentlyfromtheAnnualReport,aspartoftheComprehensivePlan.)1. Ifno,explainwhyanupdatedDCAhasnotbeensubmitted,suchas,therehavebeenno
substantialgrowthchanges.ADCAwillbeincludedwiththenextcomprehensiveplan
2. Ifyes,skipto(C).
(Note:ForadditionalguidanceonhowtoconductaDevelopmentCapacityAnalysis,see
theEstimatingResidentialDevelopmentCapacityAnalysisGuidebook,August2005,on
theMDPwebsiteinthePlanningGuidesection:
http://planning.maryland.gov/OurProducts/publications.shtml#ModelsGuidelines
MDPprovidestechnicalassistancetolocalgovernmentsincompletingDCAs.
(B)WhenwasthelastDCAyousubmitted? Year:2009adoptionofChapters10and11
TheTown
has
not
experienced
any
significant
land
use
and/or
zoning
changes
since
that
time.
(C)AftercompletingtheDCA,providethefollowingdataoncapacityinsideandoutsidethePFAinTable9.
Table9:ResidentialDevelopmentCapacity(InsideandOutsidethePFA)
SectionIX:AdequatePublicFacilityOrdinance(APFO)Restrictions
(ThisSectionneedonly bedonebyjurisdictionswithadoptedAPFOs)
(A) DoesyourjurisdictionhaveanadoptedAPFO? Y N
1.Ifno,skipthissection.
SectionIXcontinued:
Parcels&Lotsw/ResidentialCapacity PFA
Non
PFA Total
ResidentiallyZonedAcres N/A
TotalAcres&Lots N/A
Acres
&
Parcels
with
Capacity
N/A
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8
2.Ifyes,goto(B).
(B)HasanyAPFOresultedinarestrictionwithinthePFA? N/A Y N
1.
If
no,
skip
this
Section.
2. Ifyes,complete(C)(I)belowforeachrestriction.
(C)Whatisthetypeofinfrastructureaffected? (Listeachforschools,roads,water,sewer,
stormwater,healthcare,fire,police,orsolidwaste)
(D)Whereiseachrestrictionlocated?(Identifyonamap) SKIPthissection
(E)Describethenatureofwhatiscausingeachrestriction.
(F)Whatistheproposedresolutionofeachrestriction?
(G)Whatistheestimateddatefortheresolutionofeachrestriction?
(H)Whatistheresolutionthatliftedeachrestriction?
(I)Whenwaseachrestrictionlifted?
Section
X:
Submitting
Annual
Reports
and
Technical
Assistance
(A)Annualreportsmaybesubmittedviaemailtoddahlstrom@mdp.state.md.usormailacopyto:
OfficeoftheSecretary
MarylandDepartmentofPlanning
301WestPrestonStreet,Suite1101
Baltimore,Maryland212012305
Attn:DavidDahlstrom
(B)AnnualReports
should
include
acover
letter
indicating
that
the
Planning
Commission
has
approvedtheAnnualReportandacknowledgingthatacopyhasbeenfiledwiththelegislativebody.
For2013,thePlanningCommissionwillreviewonJuly1st,2014,andforwardtothelegislativebody,
perMDPadviseon06/18/14(DavidDahlstrom,MDP)
Youshouldindicateapointofcontact.
1. WasthisReportapprovedbytheplanningcommission? Y NX
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9
2. Wasthisreportfiledwiththelocallegislativebody? Y N
SectionXcontinued:
3.
Does
the
cover
letter:
a. Acknowledgethattheplanningcommissionhas
approvedthereport? Y N X
b. AcknowledgetheAnnualReporthasbeenfiled
withthelocallegislativebody? Y N
c. Indicateacontact? Y N
(C)Considersendinganadditionalcopyofyourreportdirectlytothe
MDPRegionalOfficeviaemailorhardcopy.
Acopy
will
be
sent
to
Tracey
Gordy
of
the
Salisbury
office.
(D)ARegionalPlannerfromMDPisavailabletoassistinpreparingreports.
TraceyGordyoftheSalisburyofficehasassistedus.
(E)SuggestionstoimprovethisworksheetmaybesenttoDavidDahlstromatMDP.
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WORK SESSION -MAYOR AND CITY COUNCIL
TUESDAY, JUNE 24, 2014
5. NEW BUSINESSF.Bid Award Recommendation for Classification and Benefits
Study presented by Human Resources Director
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TOWN OF
T h e Wh i t e M a r l i n Ca p i t a l o f t h e Wo r l d
TO: The Honorable Mayor, Council President and Members of CouncilTHRU: David L. Recor, ICMA-CM, City ManagerFROM: Wayne Evans, Human Resources DirectorRE: Bid Award Recommendation for Pay, Classification & Benefits StudyDATE: March 4, 2014
ISSUE(S): 2013 Strategic Planning Action item for Citywide Compensationand Benefits Study as stated under Goal 1 Financially SoundTown Government.
SUMMARY: On April 15, 2014, Council acknowledged and remanded toStaff for review four (4) service firm bids for conducting a pay,classification and benefits study to 1) analyze, validate and / orimprove current compensation administration and classificationpractices and 2) determine competitiveness of the Towns payand benefits programs in its comparative market through thecollection and analysis of compensation and benefits survey data.
FISCAL IMPACT: $45,960
RECOMMENDATION: Review and approve revised scope of services proposal andvendor selection recommendation, Management Advisory GroupInternational, Inc. of Woodbridge, VA.
ALTERNATIVES: Do not perform the study.
RESPONSIBLE STAFF: Wayne Evans, Human Resources Director
COORDINATED WITH: Catrice Parsons, Procurement ManagerNick Rice, Purchasing AssociateWayne Pryor, Special Programs Manager/Grants Coordinator
ATTACHMENT(S): 1)Vendor Selection Process Summary with Recommendation2)Vendor Bid Listing3)Revised Scope of Services and cost proposal from
Management Advisory Group
Agenda Item # 5F
Council Meeting June 24, 2014
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VendorSelectionProcessSummaryFortheTownofOceanCityPay,Classification&BenefitsStudy
June24,2014ExecutingagainstapriorityitemintheTownsStrategicPlan,asolicitationforvendorstoprovideproposals
foracompensation,classificationandbenefitsstudywasinitiated.
Followingreceiptoffour(4)timelyproposals,thevendorEvaluationCommitteemettoreviewtheproposals
anddeterminenextsteps. AllfourvendorsexceededtheTowns$50,000budgetbyarangeofapproximately
$10,000to$55,000. TheCommitteedeterminedtoeliminatethehighbidderfromfurtherconsideration. An
itemizedcostbreakdownwasrequestedfromtheremainingthreevendorsasameansofdeterminingwhat
vendorservicestheTowncouldcurtailoreliminatealtogetherinordertocompleteastudythatmeetsboth
thestrategicobjectivesandthebudget.
MeetingwiththeCityManagerresultedinarevisedscopeofservicesthatwasdiscussedwitheachvendors
projectmanager. Repricingtheservicesresultedinbidsthatrangedfrom$45,960to$50,000.
TheCommitteeconductedtelephoneinterviewswitheachvendorsprojectteam,confirmingtheir
capabilities,qualifications,andexpertiseintheareasofinterestfortheTownsstudy. TheCommittee
concludedonevendorwouldbeeliminatedfromfurtherconsiderationduetotheassignmentofan
inexperiencedprojectlead,subcontractingofthecompensationanalysisworkandoveralllightexperience
withmunicipalgovernmentwork.
EachCommitteememberindependentlycompletedadecisionsupportmatrixontheremainingvendors
assigningpointvaluestoweightedcomponentsinthecategoriesofService;CompanyExperience;Project
TeamMemberExperience;Timeline;andCost. TheCommitteesindependentandconsolidatedrankings
unanimouslyfavoredthesamevendor.
Areferenceinstrumentwasdevelopedandrecentvendorclientswereinterviewedontheirassessmentofthe
vendorscommunications;technicalknowhow;responsiveness;flexibility;attentiontodetail;qualityof
presentationsandreports;timelinecompliance;teammemberinteractions.
TheCommitteeisrecommendingManagementAdvisoryGroupInternational,Inc.Woodbridge,Virginiabased
onitsmatrixscores;focusonmunicipalgovernmentclassificationandcompensationworkasitscorebusiness
inclusionofsoftwaretoolsaspartoftheprojectcost;freefollowupconsultationforoneyearafter
implementation;favorablereferences;andlowbidof$45,960.
Respectfullysubmitted,
WayneEvans,HumanResourcesDirector
CatriceParsons,ProcurementManager
NickRice,PurchasingAssociate
WaynePryor,SpecialProgramsManager
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VendorBidListCompensation,Classification&BenefitsStudy
June24,2014PreliminaryBids:ManagementAdvisoryGroupInternational,Inc. $ 59,960
Woodbridge,VAC2Technologies,Inc. $ 67,442
Vienna,VAEvergreenSolutions,LLC $ 69,000
Tallahassee,FLSpringsted,Inc. $105,000
St.Paul,MNRevisedScopeBids:ManagementAdvisoryGroupInternational,Inc. $ 45,960
Woodbridge,VAC2Technologies,Inc. $ 49,530
Vienna,VAEvergreenSolutions,LLC $ 50,000
Tallahassee,FL
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Section 4 0 Project Approach/MethodologyProject Understanding and Scope of ServicesThe Town desires to conduct a Pay, Classification and review of selected benefits study. Thestudy will ensure that the salaries of the different positions within the Town are properly andfairly allocated according to the job duties and responsibilities, provide justifiable paydifferential between job classifications, and maintains currency with the relevant labormarkets.The Town has approximately 525 employees in 16 departments with a total of 365 unique jobtitles. Each year the Town significantly increases its workforce by the addition of approximately950 temporary and part-time employees supplementing the existing full-time classificationsand hiring uniquely seasonal positions such as beach patrol.A pay and benefits study was conducted 2010 / 2011. The last independent pay, classificationand benefits study was conducted in 2005 and updated 2008. There are 10 separate pay plans.There are 2 collective bargaining agreements.MAG will:
Provide a position analysis of each position to determine specific duties,responsibilities and job requirements for the purpose of updating position descriptions. Thisprocess will include interviews with Department Heads to review critical operations and dutiesof key personnel.
Provide a comprehensive evaluation of each position for the purpose ofdetermining the relative worth within the Town (internal equity), review job grades and payranges, and the assignment of positions to appropriate pay grades.
1 7 onduct a market survey using benchmark positions to include full- time, part-timeand temporary position classifications.
Analyze pay data to determine an equitable and appropriate compensation plan forthe Town including pay grade design, pay increment percentages, and best practices for full-time, part-time and temporary pay structures. Develop methodologies for determiningpromotional increases within and across pay plans.
evelop solutions for consolidating existing two-tier pay plan(s) to single pay plans.
Determine feasibility of pay plan, pay grade and job title consolidations.imammummitcopyright 2014
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copyright 2 14 2
rovide a procedure through which employees can have their classification decisionreviewed.
Provide a review of selected benefits issues such as percentage of benefits relative tobase compensation levels, the percentage of employer paid premiums for health insurancecosts, and general pension costs relative to market and provide recommendations foradjustment as needed in keeping with best practices. (This is not a benefits audit ofpremium costs and benefits).
The services described in your RFP are consistent with the services MAG principals haveprovided to hundreds of local government agencies over a 30 year period
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5.0 Budget Town of Ocean City MD
Section 5 0 Budg etMAG has developed a project budget for the Town of Ocean City based on the scope ofservices. The total estimated budget is 45,960. This budget does not includedescriptions or RSA determinations. The benefits review is limited to selected k yissues noted in Section 4.0, page 41. The Town has approximately 525 employees in 16departments with a total of 365 unique job titles. This proposed budget includesanticipated travel and related operational expenses during the course of the project.Hourly rates for services beyond the scope would be $175 for professionai staff, and$45 for support positions.
PaymentAn initiation invoice of twenty percent (20 ) will be requested. Monthly amounts willbe invoiced as the work proceeds. Ten percent (10 ) of the total contract amount shallbe held back - payable upon successful completion of the project. Additional paymentsshall be due and payable in accordance with equal monthly invoices based upon workperformed toward delivery of final reports and products as described herein.The fees to be provided do not include services provided by MAG following submissionof its final report and recommendations. In the event MAG is required to providedocuments or testimony in response to claims, demands or actions by third parties,MAG shall bill for services rendered based on then-current professional fees andexpenses incurred, including reasonable attorney's fees. No tasks shall be undertakenwithout prior notification to you. This provision is intended to apply only to third-partyactions based on implementation of MAG's report and findings.
Indemnification Language SuggestedConsultant agrees, to the fullest extent permitted by law, to indemnify and holdharmless the Client from any amounts (including reasonable attorney's fees) for whichthe Town shall become legally obligated to pay as damages for negligent acts, errors,and/or omissions of the Consultant arising out of the Consultant's performance underthis Agreement; however, the amount Consultant will pay for damages is limited to1,000,000, which number is intended to reflect the limits set forth in Consultant's
liabilit insurance.
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WORK SESSION -MAYOR AND CITY COUNCIL
TUESDAY, JUNE 24, 2014
5. NEW BUSINESSG. Strategic Plan Update presented by City Manager
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Town of Ocean City: Strategic Plan
VISION 2029
OCEAN CITY 2029is a Vibrant Coastal Resort Community
with a World Class Public Beach and Waterways
and anAuthentic Historic Boardwalk-- the Choice
of Todays Families.
OCEAN CITY 2029
is Safe and Clean, has
Quality Neighborhoods for Residents,isAccessible and Easy Travel,
and is a place forEnjoyable Experiences for All.
GOALS 2019
1st
Class Resort and Tourist Destination
Financially Sound Town Government
More Livable Community
for Residents
Excellent Service through a
High Performing Town Organization
Revitalized Ocean City:
Development and Redevelopment
POLICY AGENDA
2014
Top Priority
Tourism Strategic Plan: Development
Bayside Park Development
Tax Differential: Resolution
Smoking on the Beach/Boardwalk Policy
Working Relationship with Worcester CountyDualization of Route 90: Advocacy
High Priority
School After Labor Day (Statewide): Advocacy
Citywide Compensation and Benefits Study
and Policy
Pedestrian/Bike Safety Master Plan:Implementation
Beach Playground Equipment Replacement
November Town ElectionOcean Plaza Mall Strategy
Downtown Model Block Development
Ambulance/EMS/Fire Response
(West Ocean City): Analysis
Moderate Priority
Sunset Park Master Plan and Uses
Northside Park Building Improvements
MANAGEMENT AGENDA
2014
Top Priority
Planning and Zoning Evaluation
800 MHz Radio System Replacement
Sports Destination Marketing Program: Expansion
9-1-1 Primary Answering Point/
3-1-1 Non Emergency Government
Information Center
Information Technology Upgrade Plan
High Priority
Caroline Outdoor Stage: Upgrades
City Facilities Security Plan
License Plate Recognition Program for Route 90
Whiteside Facility Replacement
Tall Ship Capacity
Network Backbone Replacement
Land Acquisition/Disposal Strategy
Moderate Priority
June Behavior Action Plan
Beach Events/Tournaments Expansion
Seasonal Police Comprehensive Evaluation
Avaya Phone System Replacement
Town of Ocean City Equipment andLabor Guidelines
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MANAGEMENT IN PROGRESS 2014
Tourism Website Redesign
Tourism Mobile App Development
ROI for Private Events
New Banner Program
Advertising Agencies: Contract
Bus Locator App: Development
New Annual Event Halloween in Ocean City
Visitor Profile
Winterfest Pavilion: Facility and Program Event
P Card Program: Implementation
Pension Report (Annual)
Government Accounting Standards 67 Financial
Reporting for Pensions
Capital Improvement Budget: FY 15
Document Archiving System: Imaging and Training
Water/Wastewater Rates:Review/Adjustment Resolution
Purchasing Policy and Procedure: Update
Online/Payment by Phone (Bus/Parking)
Online Bill Payments: Utilities
Building Fee Structure: Evaluation, Direction
Manual on Environmental Permitting
Special Enforcement Unit: Report
FEMA Maps: Ordinance
TMDL: Assign Load
Eagles Landing Golf Course Irrigation
Joint use of School Facilities
Comprehensive Emergency Operations Recovery Plan
Drug Action Plan
Web based Building Permits and Business Licenses
Web Link Laserfiche Web Portal
Strategic Planning: Annual Update
City Properties Insurance Review
Town Policy and Procedure Manual: Completion
Emergency Management/Town Facilities Evacuation
Plan and Training
Health and Safety Manual/Training/Policy Review
Fire Operating Standard Guidelines
Chamber Audio Video Upgrade
Electronic Record/Laserfiche: Strategic Planning
Water Quality Administrative Consent Decree
Parks: Evaluation and Direction
Safety Hazard Training Program
Road Re-Surfacing Plan: Review/Funding
MAJOR PROJECTS 2014
Beach ReplenishmentAirport Improvement: Environmental Assessment,
Tree Removal
Boardwalk Security Cameras: Phase 2
Performing Arts Theater Project
Water Disinfection By Products Pilot Study
Downtown Water Storage Tank
Northside Park: Pier Re Decking
Tennis Center Fence
New Kayak Rental Concession
Skate Park Sunshade
Performing Arts Theater ProjectCanal Dredging Project
Beach Patrol Headquarters
Eagles Landing Golf Course:Improvements at Club House
Public Boat Ramp: Relocation, Expansion
Fire Station 4
Fire Headquarters Building
St. Louis Avenue Improvements Phase II and III
Boardwalk Fiber Optic Improvements
TOWN GOVERNMENT MISSION
The MISSION OF TOWN GOVERNMENT
is to provide Personal Caring Municipal Services
and to serve as a
Responsive Host to Our Guests and Residents
while acting in a Financially Responsible Manner
delivered by a Professional Town Workforce.
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STRATEGIC PLAN
2014 2019 2029
Mayor and
City Council
Ocean City, Maryland
March 2014
Lyle Sumek Associates, Inc.
EXECUTIVE SUMMARY
Lyle Sumek Associates, Inc. Phone: (386) 246-62509 Flagship Court Fax: (386) 246-6252
Palm Coast, FL 32137-3373 E-mail: [email protected]
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Executive Summary: Strategic Plan 2014 2019 2029/Mayor and City Council/Ocean City, Maryland
Copyright 2014: Lyle Sumek Associates, Inc. Project 140320
Table of Contents
EXECUTIVE SUMMARY
Strategic Planning for the Town of Ocean City 1
Ocean City Vision 2029 2
Town of Ocean City: Mission and Services 8
Town of Ocean City Plan 2014 2019 12
Town of Ocean City Action Agenda 2014 23
This report and all related materials are copyrighted. This report may be duplicated for distribution to appropriate
parties as needed. No unauthorized duplication is allowed, including for use in training within your organization or
for consulting purposes outside your organization.
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STRATEGIC FRAMEWORK
VISION 2029
Desired Destination for the Town of Ocean City
PLAN 2019
Map to Ocean Citys Destination
EXECUTION
Route for Next Year
MISSION
Responsibilities of Town Government
BELIEFS
Expectations of Town Government Employees
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Town of Ocean City
Vision 2029
OCEAN CITY 2029
is a Vibrant Coastal Resort Community(1)
with aWorld Class Public Beach and Waterways(2)
and anAuthentic Historic Boardwalk(3)
-- theChoice of Todays Families. (4)
OCEAN CITY 2029
isSafe and Clean, (5)has
Quality Neighborhoods for Residents,(6)
isAccessible and Easy Travel, (7)
and is a place forEnjoyable Experiences for All. (8)
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Vision 2029
Guiding Principles
PRINCIPLE 1 VIBRANT COASTAL RESORT COMMUNITY
!Means1. Guests enjoy their stay and return to Ocean City in the future
2. Expanded, diverse retail opportunities with specialty, marine supply, basic retail andgrocery stores (national and locally owned) throughout the city
3. Ability to serve the year round guests
4. Visitors treated as our guests
5. Active conference and convention destination with year round business
6. Events and festivals drawing regional and national guests with top quality talent
7. Quality services to attract our guests and meet the needs of residents
8. Arts District with studios, galleries and entertainment attracting guests to Ocean City
9. Wide range of accommodation options: short/long term, price, life style, locations
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PRINCIPLE 2 WORLD CLASS PUBLIC BEACH AND
WATERWAYS
!Means1. Great wide public beach with ongoing and funded replenishment program
2. Navigable waterways and canals
3. Quality water meeting federal and state standards
4. Free public access to the beach and waterways
5. Bayside Boardwalk for pedestrians and bicycles
6. Ocean activities including surfing, body boarding, surf fishing, swimming, etc.
7. Full service marina(s) with permanent and transient docking
8. Smoking free beach
9. Oceanfront resorts with restaurants serving food and beverages on the adjacent beach
PRINCIPLE 3 AUTHENTIC HISTORIC BOARDWALK
!Means1. Major community destination for residents and guests
2. Daytime and evening activities for people to enjoy their experience
3. Attractive, well maintained two and a half mile Boardwalk that is personally inviting
4. Variety of quality restaurants offering a range of choices: casual to gourmet, indoor
to outdoor, affordable to expensive
5. Easy access transit and convenient parking
6. Quality, locally owned retail shops along corridors to the Boardwalk
7. National recognition as the Nations Boardwalk a truly unique destination alongthe beach
8. Opportunities for bicycling on the Boardwalk
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PRINCIPLE 4 CHOICE OF TODAYS FAMILIES
!Means1. Families making the decision to return to Ocean City
2. New family venues and activities that keep Ocean City fresh and inviting
3. Diverse day and night time activities for all
4. Vacation destination focusing on todays families
5. All family generations feeling welcome and included
6. Affordable venues, activities and programs for intergenerational interaction andlearning
PRINCIPLE 5 SAFE AND CLEAN
!Means1. Timely response to an emergency call for service
2. Quality emergency medical response and delivery to quality hospitals
3. Roads safe for pedestrians, bicycles and vehicles
4. Residents and guests feeling safe and secure in any place in Ocean City
5. Visible police presence and partnerships throughout the community, at community
destinations and during events
6. Positive curb appeal without trash or litter
7. Well maintained public spaces and facilities
8. Safe, clean beach and waterway to enjoy
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PRINCIPLE 6 QUALITY NEIGHBORHOODS FOR
RESIDENTS
!Means1. Range of housing choices: type, price and life style
2. Availability of retail, professional services and restaurants serving the daily needs ofresidents
3. Variety of year round recreation programs, activities and services
4. Well maintained neighborhood infrastructure: streets, sidewalks, green spaces
5. Town working with community organizations and the faith community forcommunity benefit
6. Availability of cultural and performing arts throughout the year7. Convenient access to medical and health care services
8. Access to Blue Ribbon schools and educational programs
PRINCIPLE 7 ACCESSIBLE AND EASY TRAVEL
!Means1. Strategic locations for parking
2. Non automobile choices after you arrive in Ocean City
3. Selected narrow corridors with parking promoting biking and walking in the area
4. Effective public transportation for residents and guests serving key community
destinations
5. Ability to bike throughout community: bike lanes, bike sharing and paths
6. Safe and well maintained streets and sidewalks7. More bridge connections to the mainland
8. Well maintained highways and bridges providing easy access to Ocean City
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PRINCIPLE 8 ENJOYABLE EXPERIENCES FOR ALL
!Means1. Well designed, well maintained parks with diverse venues, green spaces and beach
2. Range of quality restaurants: diverse types of food, prices, locations
3. Boating, fishing, surfing, sailing and other water sports experiences available for
residents and guests
4. Entertainment venues and activities for all to enjoy
5. Reputation: a great place to enjoy year round
6. Performing arts programs and cultural experiences throughout the year
7. Variety of fitness and exercise opportunities indoor, in parks, along the beach
8. Recreational programs, activities and services throughout the city
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Town of Ocean City:
Mission
TheMISSION OF TOWN GOVERNMENT
is to providePersonal Caring Municipal Services
and to serve as a
Responsive Host to Our Guests and Residents
while acting in aFinancially Responsible Manner delivered byaProfessionalTownWorkforce.
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Town of Ocean City
Core Services
NO CHOICE SERVICES
Govern, Inform and Engage the Community
Provide Public Notices and Information
Plan, Manage and Maintain Stormwater Management System
CORE SERVICES
Enforce Laws, Ordinances and Standards
Secure, Treat and Distribute Water
Collect, Treat and Dispose Wastewater
Support Tourism Development and Marketing Ocean City
Collect and Dispose of Solid Waste
Prepare For, Respond To and Recovery From a Disaster or Major
Emergency Situation
Respond to Medical Emergency and Transport to the Hospital
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QUALITY OF LIFE SERVICES
Design, Build and Maintain Streets and Sidewalk
Plan for the Towns FutureManage, Maintain Parking Structures, Surface Parking and Overall
Parking Management
Operate Convention Center
Maintain, Patrol the Beach
Operate Public Transportation System
Inspect Buildings and Homes for Safety
Facilitate Economic Growth and Business Investment
ADD ON SERVICES
Sponsor and Support Community Events and Festivals
Design, Build and Maintain Parks Including Venues and
Open SpacesDevelop, Provide Recreation and Educational Programs
and Activities
OTHER SERVICES
Regulate Land Use and DevelopmentPlan, Manage and Maintain the Municipal Airport
Patrol the Community
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Town of Ocean City
Our Customers
PRIMARY CUSTOMERS
Residents (year round)
Residents (part time)
Visitors (first time)
Visitors (returning)
Property Owners
Day Trippers
Local Business Owners
OTHER KEY CUSTOMERS
National Businesses
Event Sponsors
Conventioneers
Families
Foreign Students
Prospective Businesses
Tournament Teams and Participants
Recreation Participants
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Town of Ocean City
Goals 2019
1stClass Resort and Tourist Destination
Financially Sound Town Government
More Livable Community for Residents
Excellent Service through a
High Performing Town Organization
Revitalized Ocean City: Development and Redevelopment
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GOAL 1 1stCLASS RESORT AND TOURIST DESTINATION
!Objectives1. National reputation as the best beach destination for families along the Mid Atlantic
coast/country
2. Increase number of athletic tournaments and recreational events
3. Increase the number of todays family visitors coming to Ocean City
4. Increase the number of conferences and conventions coming to Ocean City
5. Provide better amenities for guests: new attractions that will bring guests back
6. Maintain a sage environment for guests
!Short-Term Challenges and Opportunities1. Understanding who are our guests their profile, their expectations, their desires
2. Balancing events/festivals with the family vacationers
3. National and global economy impacting family spending and vacations
4. Keeping Ocean City a family oriented, affordable destination
5. Minimum night stay requirements in hotels
6. Opportunities to expand sports tourism
7. Keeping the face and amenities "fresh and new" for visitors giving them morereasons to return to Ocean City
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!Actions 2014 PRIORITYPolicy Agenda
1. Tourism Strategic Plan: Development Top Priority
2. Bayside Park Development Top Priority3. Smoking on the Beach/Boardwalk Policy Top Priority
4. School After Labor Day (Statewide): Advocacy High Priority
5. Sunset Park Master Plan and Uses Mod Priority
Management Agenda
1. Sports Destination Marketing Program Expansion Top Priority
2. Tall Ship Capacity High Priority
3. Caroline Outdoor Stage: Upgrades High Priority
4. June Behavior Action Plan Mod Priority
5. Beach Events/Tournaments Expansion Mod Priority
6. Town of Ocean City Equipment and Labor Guidelines Mod Priority
Management in Progress
1. Tourism Website Redesign
2. Tourism Mobile App Development
3. ROI for Private Events
4. New Banner Program
5. Advertising Agencies: Contract
6. Bus Locator App: Development7. New Annual Event Halloween in Ocean City
8. Visitor Profile
9. Winterfest Pavilion: Facility Evaluation and Refurbishment
!Major Projects 20141. Beach Replenishment
2. Airport Improvement: Environmental Assessment, Tree Removal3. Boardwalk Security Cameras: Phase 2
4. Performing Arts Theater Project
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GOAL 2 FINANCIALLY SOUND TOWN GOVERNMENT
!Objectives1. Have a property tax rate based upon defined Town services and levels of service
delivered in the most efficient and cost effective manner
2. Maintain reasonably competitive Town employee compensation and benefits in costeffective manner
3. Maintain financial reserves consistent with Town policies and national standards
4. Expand revenue options for Town government
5. Increase a larger percentage of tax returned from Worcester County to the Town
government
!Short-Term Challenges and Opportunities1. Uncertain economy impacting all governments: revenues and service demands
2. Affordability of employee compensation and benefits: pensions, Affordable Care Act workforce, re-insurance fee, administrative costs
3. Working with Worcester County: services, development coordination, effective
working relationship
4. Distinguishing "wants" and "needs": residents and businesses5. Rising costs of doing Town business: benefits, raw materials, supply of basic
materials
6. Helping residents to understand Town finances, services and programs
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!Actions 2014 PRIORITYPolicy Agenda
1. Tax Differential: Resolution Top Priority
2. Citywide Compensation and Benefits Study and Policy High Priority3. Ambulance/EMS/Fire Response (West Ocean City) Analysis High Priority
4. Citywide Comprehensive Study of Part Time Employees
5. Alternative Revenue Sources: Direction
Management Agenda
1. 800 Mhz Radio System Replacement Top Priority
2. City Facilities Security Plan High Priority
3. Whiteside Facility Replacement High Priority
4. Vehicle Replacement Policy and Process
5. Affordable Care Act: Analysis
6. Citywide Comprehensive Study of Part Time Employees
Management In Progress
1. P Card Program: Implementation
2. Pension Report (Annual)
3. Government Accounting Standards 67 Financial Reporting for Pensions
4. Cap