Under a Pindell Charles Administration...
- friendsofrhondapin
- May 29
- 20 min read
Updated: May 29
Want to know what can you expect with Rhonda Pindell Charles in office as the Mayor of the City of Annapolis? Click a topic to read more below!
Finance --Putting Your Dollars to Best Use (published January 2025)
Plans for Improvement to Communication, Efficiency, and Accountability; Professional Development; and Partnerships and Collaboration --Empowering Employees to Better Serve Residents (published February 2025)
Our City’s Health, Welfare, Resilience, Sustainability, Technology, and Vitality (published March 2025)
Legislative, Policy, and Legal Considerations (published April 2025)
City, Business, and Community Collaboration, Empowerment, and Leadership (published May 2025)
Finance --Putting Your Dollars to Best Use
January 2025
For the first 2 years in office, instead, I plan to accept the Alderwoman’s annual salary of $18,459, plus $1.00, and as time progresses, determine how we can best use the remaining almost $160,000 over this 2-year period. This will probably require a change in the City Code with a sunset date.
Plans for Improvement to Communication, Efficiency, and Accountability; Professional Development; and Partnerships and Collaboration --Empowering Employees to Better Serve Residents
February 2025
Introduction
The City of Annapolis has almost 41,000 residents, approximately 4,200
businesses, over 3 million visitors per year, and under 600 employees with about 50 of them being seasonal and/or supplemental/part-time. And add to these facts the additional responsibilities that come with being a State capital, as well as a State capital that is the closest of any other state—proximity-wise—to the nation's capital, which is the heartbeat of the world.
Additionally, the City’s “National Community Survey” that was taken and reported in 2023 and 2024, with a very high response rate among all demographics, placed the City in the range of a “Grade B”. Also, a City “Employee Survey” is forthcoming, which should provide us with additional and salient information, responses, and input.
Furthermore, we recognize that issues and concerns change from day to day, even moment by moment, and that priorities can change instantly. And so we must be able to immediately pivot and not be rigid (remember COVID and Tornado Ida?!), that issues and concerns are ever-evolving, that they are not stagnant at all; and that we must stay current and up-to-date, i.e., what
may be important at this moment, could totally change in a heartbeat, including as administrations constantly change. With that being said—
Communication, Efficiency, and Accountability
Under a Pindell Charles administration…
I plan to keep every at-will employee and they are the ones in our leadership positions.
This decision is based upon continuing all of the great work that is currently going on in our City. I call it: “continuity of government”. Because learning on the job is not always efficient nor continuous.
I plan to meet with each Alderperson individually on a monthly basis. I have found that communication is extremely important among colleagues especially. And these regular connections are vital to the efficiency of running a City.
I plan to meet with each Director and Deputy/Assistant Director (the Director’s “Number 2”), these 2 persons together, on a monthly basis. I have found that communication is extremely important among staff especially. And these regular connections are vital to the efficiency of running a City. Additionally, as a member of and a City Council representative on the Audit Committee, Departmental Performance Measures and the Strategic Plan will be discussed. Also, the Comprehensive Plan 2040 will be reviewed and studied regularly.
I plan to meet with every Director and Deputy/Assistant Director (the Director’s “Number 2”)—our City’s Leadership Team, as a group, either every other month, or quarterly, or every 4 months/tri-annually.
I plan to meet with the City Manager and/or the Assistant City Manager regularly.
I plan to ensure that the City Manager and the Assistant City Manager are a strategic part of these Director and Deputy/Assistant Director meetings.
I plan to meet with the members, as a group, of each City Board and Commission on a yearly basis. For example, this meeting could be scheduled the 1 hour prior to their regular meeting time.
I plan to reinstitute, on a more regular basis, quarterly Closed Work Sessions with the City Council to discuss with our Office of Law pending litigation and other legal and/or policy matters.
I plan to continue to listen to our residents, businesses, and even our visitors—possibly extending the public testimony at City Council meetings to 4 minutes, rather than the current 3 minutes.
I plan to have Directors and/or their Deputies/Assistant Directors available on Zoom during our City Council meetings in order for them to be aware, in real time, of the testimonies of residents, businesses, and visitors, and possibly to be able to respond, in some form or fashion, to these testimonies in real time.
Also, currently Directors and/or their Deputies/Assistant Directors attend City Council meetings in person when there is legislation on the agenda that affects/impacts their Departments. However, I can certainly explore them attending these meetings as well via Zoom rather than always in person.
I plan to meet with each Ward, in-person, accompanied by their Alderperson, at least 1-2 times per year at a convenient location in their Ward—asking each Ward’s leadership, volunteers, residents, and businesses to encourage widespread attendance and participation. And to have our Directors and/or their Deputies/Assistant Directors available, in-person, at the meetings. We will be asking each Ward to submit their concerns to the City ahead of time in writing, and timely, so that the appropriate Department(s) can be represented at these in-person meetings; however, no questions or inquiries will be ignored if the concerns are not submitted ahead of time in writing.
I plan to request that each Department immediately (within 45 days from Tuesday, November 4, 2025, i.e., by Friday, December 19, 2025) provide a complete and exhaustive inventory that includes a list of projects and initiatives that are: “Urgent and Important”; “Important but not Urgent”; “Urgent, but not Important and can be Delegated”; “Neither Urgent nor Important (which may be minimized and/or eliminated until sufficient staff and/or resources are available)”; and “Miscellaneous/Commentary” (does not fit into any of these categories, along with general comments, etc.). This inventory will greatly assist in determining our City budget and finance needs. For the obvious reasons, this information will be shared interdepartmentally and possibly at Departmental and/or City Council and/or Staff Retreats and/or other meetings.
I plan to be open to creativity when addressing issues.
City Staff and Professional Development
Under a Pindell Charles administration…
I plan to encourage all City staff to plan carefully and strategically for the purpose of taking advantage of the many professional development opportunities when it is economically feasible—recognizing that “no cost” or “very low cost” opportunities are available and plentiful especially in the Washington, DC metropolitan area, as well as regionally and locally—either on-line or in-person; and if cost is prohibitive, then to include such opportunities within their budgets or create our own in-house opportunities using the various tools that are available on-line, etc. (After all, on a variety of issues and matters, the City has been at the forefront of innovative and creative solutions, so we have something to offer to other jurisdictions as well. As an aside, for the 3rd year in a row, the City has been named one of the “Best Christmas/Holiday” cities in this country.)
Staff will be publicly recognized and congratulated for pursuing such outstanding efforts in this area of professional development. With that being said, I do not plan to discourage nor prohibit national or international opportunities.
Partnerships and Collaboration
Under a Pindell Charles administration…
I plan to continue to strengthen and even try to increase all of our County, State, federal, national, and international partnerships on all levels, and in all aspects, and within all City Departments, and even to pursue additional ones. For example, strengthening our partnership with Anne Arundel County Public Schools, especially the City Staff Mentorship Program. And developing a structure to strengthen our partnerships with our area nonprofits and community organizations, including our faith-based entities. Also, continuing our very valuable partnership with our Anne Arundel County Department of Health and other health-centered institutions, as well as health-centered organizations and nonprofits. Additionally, re-establishing regular public meetings and other on-site discussions, along with exchanging information on a regular basis, with our Housing Authority of the City of Annapolis (HACA). Furthermore, enhancing our partnerships especially with our City/Anne Arundel County/Baltimore/ Washington, DC area educational institutions of higher learning. And establishing new partnerships and strengthening our current partnerships and interactions with our seniors, veterans, our unhoused population, workforce entities, financial institutions, and other groups and organizations that support our residents and businesses. And we must realize and accept the fact that we plan to work, to some degree, with all administrations.
I plan to meet, as regularly as possible, with our County Executive, County Councilperson, Governor, State Delegation, and Maryland Congressional Delegation.
I am hopeful that we can establish a relationship with Washington, D.C. that benefits our City and surrounding areas.
Our City plans to follow the law. Our City plans to listen to our elected leaders—County, State, and federal. Our City plans to continue to be respectful by providing resources and services to our almost 41,000 residents, approximately 4,200 businesses, and over 3 million visitors per year.
Our City’s Health, Welfare, Resilience, Sustainability, Technology, and Vitality
March 2025
Healthy Living and Wellbeing: Among All City Staff and In All of Our Communities
Under a Pindell Charles administration…
I plan to ask each Director and/or Deputy/Assistant Director, on a rotating staff basis, to assign one mid-level or “boots on the” ground-level staff member to periodically attend a City Council meeting for the purpose of that staff member testifying before the City Council to provide an update and/or highlights from that Department. This is especially directed to the Departments of Transportation, Planning and Zoning, Recreation and Parks, and Public Works; however, all Departments are included. The purpose of this
initiative is to ensure that all levels of staff are informed and engaged in the City’s decision-making processes. And that all City staff are respected for the work that they do, the input that they provide, the contributions that they make, and remain an integral part of the healthy wellbeing and vitality of our City, and that they are seen and heard by our residents, businesses, and even our visitors.
I plan to review all recreation and leisure programming that is currently being provided, and that can and could be provided, to every age and demographic, and make any necessary and fundamental changes, while working with our partners—namely, Anne Arundel County Public Schools, the Anne Arundel County Department of Health, the Anne Arundel County Public Library, and the Anne Arundel County Department of Recreation and Parks, as well as the City’s Recreation Advisory Committee, and local sports and athletic teams’ staff and youth. Again, for the reasons stated, because sports
and athletics have been professionally proven to be one of the best venues in which youth can participate and positively develop, there should be representation on this Advisory Committee from this discipline, including at least 2 youth representatives.
I plan to continue to encourage the arts, music, entertainment, parades, festivals, festivities, etc., in that all of these initiatives support and enhance our City’s healthy living, wellbeing, and vitality.
I plan to develop and implement, along with the experts in this field, and then encourage all children/youth—from birth to age 24—to explore an initiative titled “Passport for Life”, where they are placed on a healthy trajectory, that includes a “checklist” of what they should accomplish by a certain age, e.g., being able to swim by the age of 6; actively participated in at least 1 yearly environmental-related project starting at the age of 8 (3rd grade); having visited a museum by the age of 11; being able to read proficiently prior to entering 3rd grade; having positively reached out to a veteran or veterans’ organization by the age of 11; having volunteered at a senior living facility starting at the age of 18; etc.
I plan to continue the City’s yeoman efforts in combating substance use disorders among our residents. And when unfortunately, all of these yeoman efforts and programming have been provided, but nevertheless, some of our residents have been “lost along the way”, then I plan to ensure that we increase our City’s yeoman efforts in combatting substance use disorders among our residents so that they too, can pursue healthy living and wellbeing.
In order to assist in accomplishing these goals (and others), I plan to establish an Annapolis “Kitchen Cabinet”. Not necessarily a “formal” City Board or Commission, this entity will be comprised of a variety of Annapolis residents and businesses (approximately 20 at a time), that hail from a plethora of backgrounds, and that will serve on a staggered term/tenure. Led by the Mayor’s Senior Advisor (from an advisory and technical standpoint), their purpose will be to provide information and guidance on a variety of issues that assuredly will be ever-evolving, including what we may face from the White House administration. (And even some anecdotal information can be gathered from visitors.) The “eyes and ears” of those who serve on this “Kitchen Cabinet” will be critical to the success of the Pindell Charles administration.
Financial Health and Support
Under a Pindell Charles administration...
I plan to continue to engage our governmental partners as “co-financiers” as it relates primarily to large City projects and initiatives.
I plan to pursue bond bills when appropriate and other forms of financial options.
I plan to maintain our City’s stellar bond ratings.
I plan to explore the establishment of a Foundation that can support the City
financially—for the purpose of increasing our City’s revenues, where residents, businesses, and many, many others (who may have connections to Annapolis, or not) can contribute (with a tax write-off) tangibly to the vitality of our City in the areas of their choosing and to which they feel the most connected and heartwarming. For example, if 3 staff members within a City Department would like to attend a unique and worthwhile national Conference for the purpose of Professional Development, then the Foundation may be able to fund it when the necessary application process is completed by those staff members. Of if a community organization needs $2,500 to complete a project that will benefit their neighborhood youth mentoring program that involves the youth planting trees. Additionally, this Foundation may be able to apply for and leverage grants in support of the City.
Environmental Health, Resiliency, Sustainability, and Technology (advancements)
Under a Pindell Charles administration…
I plan to continue the very positive and upward and onward trajectory of the work that the City is doing as it relates to the environment, resiliency, and sustainability. With that being said, again, I plan to continue to strengthen and even try to increase all of our County, State, federal, national, and international partnerships on all levels, and in all aspects, and within all City Departments, and even to pursue additional ones, especially
when it comes to the environment, resiliency, and sustainability.
I plan to have our Office of Law, and any other Departments, review and provide me with regular reports/updates/status on the following legislation that I voted in favor of, as this legislation impacts our environmental health, resiliency, and sustainability:
O-38-16 (Forest Conservation Act; Reforestation);
R-22-17 (United Nations Paris Climate Agreement);
O-33-17 (Stormwater Utility Fund);
R-4-18 (Clean energy jobs);
R-11-18 (Natural Hazard Mitigation Plan);
R-46-18 (Stormwater regulations);
R-47-18 (No Discharge Zones);
CA-1-20 (Deputy City Manager, Resilience and Sustainability position
created);
O-14-20 (Plug in Electric Vehicles);
O-29-20 (Small cells systems);
O-36-20 (Discharge prohibitions);
R-8-21 (Digital Connectivity Act);
O-14-21 (Resilience Authority);
O-40-21 (Electric Mobility Plan);
R-7-22 (Pollution discharges);
R-39-23 (Hazard Mitigation);
O-12-24 (Maritime Industry Economic Development);
O-26-23 (Forest Conservation Plan Appeals);
R-14-24 (City of Annapolis Plastic Bag Reduction Act Ordinance and Fines);
O-5-24 (Health and Safety, City of Annapolis Plastic Bag Reduction Act);
R-4-24 (City of Annapolis Comprehensive Plan, for the purpose of
adopting a new comprehensive plan for the City of Annapolis); ETC.
Which of the following improvements would have the most positive impact on you?
0%Healthy Living and Wellbeing
0%Financial Health and Support
0%Environmental Health, Resiliency, Sustainability, and Tech
0%Communication, Efficiency, and Accountability
Legislative, Policy, and Legal Considerations
April 2025
Legislative, Policy, and Legal Considerations—their Relationships to serving as Acting Mayor and Mayor
Under a Pindell Charles administration…
I plan to continue following the decision-making processes as your Mayor, as I did as your Acting Mayor, including making the most significant and extremely impactful personnel decision (during my longest tenure as Acting Mayor) that would have definitely and forever changed the trajectory of our City. I served during the following times for a combined total of 64 days—over 2 months:
September 5- September 12, 2015, inclusive (8 days), Pantelides Administration
Note: At this point, I had only served on the City Council for 22 months
June 25- June 27, 2017, inclusive (3 days), Pantelides Administration
August 3- August 10, 2019, inclusive (8 days), Buckley Administration
January 28- February 13, 2020, inclusive (17 days), Buckley Administration (when the Mayor traveled to Australia to say goodbye to his dying “Mum”)
July 28- August 8, 2020, inclusive (12 days), Buckley Administration
June 20- June 27, 2021, inclusive (8 days), Buckley Administration
February 8- February 12, 2023, inclusive (5 days), Buckley Administration
September 25- September 27, 2023, inclusive (3 days), Buckley Administration
Legislative, Policy, and Legal Considerations—their Relationships to our City: Staff; Council Meetings, Work Sessions, and Standing Committees; Boards and Commissions; County, State, and Federal Governments; Etc.
Under a Pindell Charles administration…
For example, when Ward 3 decides to meet with a developer or owner or representative in anticipation of the development of a significant parcel of property, over the past 11 years, we have developed and followed a certain protocol/template that works for our needs. We have been continually cognizant of our very close proximity to the County (and the State; and the U.S. Post Office as a federal institution) and its projects and decision-making, for which we have virtually no control over—mass, density, traffic, quality of life, etc. Therefore, we have been very organized and strategic in our efforts to initially follow the 2009 Comprehensive Plan, “Preserve and Enhance Community Character”, which is always listed first as the “main idea” in the 2009 Comprehensive Plan; and “Chapter 3 – Land Use & Economic Development”, which is always listed first as the Chapter in the 2009 Comprehensive Plan. And as is evidenced by at least 15 developments, Ward 3 has consistently followed both. As such, Ward 3 created the document: “City of Annapolis, Ward 3, Template/Protocol.” Since December 2013, this template has been used for at least 15 different Ward 3 projects—whether these projects were accepted or denied.
Developer/Representatives (D/R) must meet with the City’s Department of Planning and Zoning (P&Z) first (and if the D/R is not aware, then P&Z always informs them: you must meet with the Alderwoman!).
The Alderwoman receives any feedback from P&Z from that initial meeting.
D/R meets with the Alderwoman and the Chair of the Balanced and Managed Growth and Development (BMGD) Committee of the Greater Parole Community Association, Inc., (GPCA); and the Alderwoman and the BMGD provide initial feedback to the D/R at this meeting—the obvious issues, e.g., quality of life issues, traffic/public safety issues, etc. And the Alderwoman and the BMGD inform the D/R of the information that we received from P&Z.
The Alderwoman and the BMGD Chair discuss what transpired at that meeting directly after that meeting, i.e., preliminary debriefing.
The BMGD Chair provides a 1-page analysis/White paper (for the Alderwoman).
The BMGD Chair, who is a part of the Executive Leadership Team (ELT) for the GPCA, provides feedback to the ELT regarding the meeting as well as a copy of the White paper.
GPCA ELT then meets with the D/R, and the ELT provides initial feedback at that meeting to the D/R.
The GPCA also receives from the D/R certain commitments regarding the D/R’s community outreach efforts, i.e., what they will be doing to enhance the quality of life in Ward 3. Note: The Alderwoman is not a part of these discussions, etc.
The GPCA ELT invites the D/R to their quarterly/monthly community meeting for the D/R to make a presentation to the entire community, and the community provides feedback, etc., in real time, and later.
If the community expresses hesitation, the need to change the plans, etc., etc., then the D/R "goes back to the drawing board" until "they get it right"!—no matter how long it may take.
In 2019, GPCA presented this Template/Protocol to the Eastport Civic Association (ECA). GPCA and ECA had many lengthy discussions about how GPCA’s Protocol could be implemented City-wide. As a result, ECA and GPCA proposed to the City a written Community Benefits Agreement (CBA) akin to this Template/Protocol, and a copy was provided to the City. While this CBA was never formalized by the City, nevertheless, ECA has now developed such a strategic system—Template/Protocol, when it comes to developers, etc. As a result, GPCA and ECA have enjoyed their over 6-year collaboration, which has been beneficial to all.
Without a doubt, my approximately 2 terms of service on the City’s Board of Appeals, starting in 1988, as recommended and appointed by Mayor Ellen O. Moyer, assisted me greatly with understanding the complexities of City government, etc. At that time, members of the Board of Appeals were required to write all of our own opinions, which were approved by outside legal counsel (now deceased) Attorney Roger Perkins. I thank Mayor Ellen Moyer for her faith and confidence in my abilities to sit on this very prestigious and impactful Board.
Establishing a very solid and responsive relationship with our Congressional elected officials is extremely vital for any Mayor. For example, approximately 3-4 years ago, our Legion Avenue Post Office was in “total disarray”, with increasing complaints from residents. On a Friday night, at 11:25 p.m., I e-mailed staff in all 3 Offices (approximately 8 staff members)—Cardin, Van Hollen, and Sarbanes. Literally, at 11:30 p.m.—5 minutes later, I received a very encouraging response from Senator Cardin’s Office. And the matter was handled expeditiously and correctly.
Legislative, Policy, and Legal Considerations—their Relationships to our City Council Meetings, City Council Work Sessions, City Council Standing Committees, etc.
Under a Pindell Charles administration…
I plan to continue following my “15 Point Protocol” when making decisions, particularly as it relates to legislation.
Read over the legislation and any accompanying documents and information received prior to the Council meeting in which the legislation is introduced.
Unless egregious, especially in my legal estimation, vote for passage of the legislation on First Reader. This allows the legislation to be "debated/vetted" (for lack of a better word) on a variety of fronts.
At the Council meeting when the legislation is first introduced (First Reader), pay close attention to the Committee(s) and/or Commissions to which this legislation is referred.
Listen intently to and "take in" the public testimony as it relates to the legislation.
Pay close attention to the Committee(s) as they vet the legislation in their Committee meetings' discussions and votes.
Read e-mails, incoming information from City portals, etc., that apply to the legislation.
Listen to and dissect the information, comments, suggestions, arguments, etc., presented regarding the legislation—pro and con and otherwise.
Carefully review City-generated Reports regarding the legislation—Staff, Fiscal Note, Staff Impact, Equity, Boards and Commissions, etc.
Review any amendments that are submitted in reference to the legislation, and ask questions if necessary.
Listen to the debates on the floor regarding the legislation.
Consider the City Code and any other County, State, and/or federal laws that may be affected by the passage of the legislation, which includes information obtained from our County, State, and federal elected and appointed leaders.
Practice "Aldermanic courtesy" i.e., listen even more intently to the Alderperson if the legislation directly affects a particular Ward that the Alderperson represents. Listen to all voting colleagues on the dais, which includes the Mayor.
At this point, consider the information gathered and synthesize what has been presented and learned regarding the legislation, including any “weigh-in” from our City Attorney and City Clerk.
Vote on the legislation.
Later on, if warranted, future legislation can be considered that addresses outcomes that may have been unintended by the passage of the original legislation. Note: A sunset provision may be considered prior to the passage of the initial legislation.
After following this "15 Point Protocol" during my tenure on the Council, overall, I have felt a comfort level in my decision making.
Under a Pindell Charles administration…
I plan to request that the “Resilience Authority of Annapolis and Anne Arundel County” provide bi-annual reports at the City Council Work Sessions (Work Sessions are typically held once per month for 2 hours each, sometimes lasting a few more minutes over the 2-hour time period). Therefore, two additional Work Sessions per year may need to be added to the City Council’s calendar.
I plan to request that the first 30 minutes of each Work Session be devoted to “mini-updates/highlights” from each Department, twice per year—for example, January and July (Annapolis Fire Department, and Office of Emergency Management); February and August (Resilience Authority of Annapolis and Anne Arundel County, Office of the City Manager, and Harbor Master; instead, provide this information in writing, and posted on the City’s website, in August, since August is the Council’s vacation month); March and September (Planning and Zoning Department, Office of Law, and City Clerk); April and October (Department of Public Works, and Department of Transportation); May and November (Purchasing, Human Resources, Integrated Technology Services, and Finance); June and December (Annapolis Recreation and Parks Department, and Annapolis Police Department). This provides our City Council, as well as our viewing and listening public, with another opportunity to gain important and vital information about our entire City and its operations; hence, it gives everyone a better insight into our City’s decision-making regarding legislation and policy matters.
Note: The Mayor already provides his update at each City Council meeting (twice per month).
Legislative, Policy, and Legal Considerations—their Relationships to, for example, City Transportation/Parking
Under a Pindell Charles administration…
Especially as an attorney, I plan to formally request that our Office of Law perform a very deep dive into the City’s Concessions Agreement(s), etc., as it relates to parking, etc.
Legislative, Policy, and Legal Considerations—their Relationships to our Residents, and Businesses, and including our County- and State-wide Educational and Health Institutions
Under a Pindell Charles administration…
I plan to continue what I began in earnest, over 30 years ago, of listening respectfully and providing thoughtful and timely responses to our residents, businesses, as well as to our premier educational and health institutions. For example, starting in the early 1990’s, Anne Arundel County Public Schools (AACPS) started making continuing overtures that they would be closing Parole Elementary School. As a result, during a 36-day period, I led the “door to door” and “church to church” Canvassing and Petitions Drive effort (over
3,500 signatures collected City- and County-wide) to not only not close the school, but to have the school’s several million dollar renovations elevated to the top of the AACPS’ renovations list, as well as to change the name of this school to “Walter S. Mills-Parole Elementary School”. This name change required me to write a Legal Brief, as well as to reflect upon our almost 5 decades-long Parole School Principal, and recognizing him as our national social justice leader for nationwide equal pay for educators (as the courageous plaintiff in this federal lawsuit) under the legal team headed by then NAACP Attorney Thurgood Marshall. (And like most of our Annapolis cluster/feeder schools, Walter S. Mills-Parole Elementary is at full capacity.) Additionally, also starting in the 1990’s, I was a very integral part of the leadership team that shepherded the Community Health Center at Parole, Inc. (aka, Parole Health Center) through its very successful multi-year plan of expanding services and renovations processes with the Anne Arundel County Department of Health (initiated first under this stellar team: Acting County Health Officer Thomas C. Andrews, then Health Officer Frances Phillips), and our Maryland State Department of Health. And this effort was fully (visually, verbally, and in writing) supported by our City, County, and State elected officials, including our Speaker of the Maryland House of Delegates Michael E. Busch, et al. In its heyday, our County had 14 very active Community Health Centers operating throughout every part of our County; today, only 3 survive, including Parole’s—during a time now when the need for community health centers is at an all-time high, especially among our Spanish-speaking communities. Thus, the Parole Health Center has always remained viable,
progressive, ever-evolving, flexible, “at the cutting edge”, and “ahead of the curve”. Therefore, listening respectfully and providing thoughtful and timely responses to all will continue as a hallmark under a Pindell Charles administration as it has been consistently for at least 30 years—professionally, and as an extremely active (grassroots included) volunteer. (See “Annapolis History Wiki”; https://annapolishistorywiki.org/wiki/Walter_S._Mills, including the Community Health Center at Parole, Inc.).
City, Business, and Community Collaboration, Empowerment, and Leadership
May 2025
Under a Pindell Charles administration…
I may explore preparing short weekly or bi-weekly letters/e-newsletters that are disseminated City-wide.
I plan to publicly highlight, at least once per year—in some form or other—the uniqueness of each one of our many Wards and communities here in our City. Input from residents and businesses of that Ward will be greatly appreciated.
I plan to publicly highlight, at least once per year—in some form or other—each one of our City Departments. Input from each Department will be greatly appreciated.
I plan to publicly highlight, in some form or other—the approximately 4,200 businesses that are located in the City as documented by SDAT (State Department of Assessments and Taxation). Of note: This goal is much more attainable when businesses form business associations that could be based upon type, location, demographics, benefits, etc. Input from the businesses will be greatly appreciated.
I may explore creating very short term (3-6 months) “Pop-Up” Task Forces, Work Groups, and/or Focus Groups, as community collaboratives, to discuss and synthesize perpetual issues, e.g., parking, short term rentals, transportation, housing options, grants, etc. And City staff should be a part of these groups for the purpose of providing technical assistance and other information. For example, data and statistics can be reviewed and
examined, but also anecdotal stories and experiences are welcomed. Remember: Issues and concerns are ever-evolving.
As to City employees, I may explore creating an “Employee Talent Maximization Work Group”, where we may look at “gaps” or “overlaps” in our employees’ talent pool and in the services that we provide. Again, remember: Issues and concerns are ever-evolving.
As to City employees (and as it was first envisioned), I plan to greatly expand upon our community collaboration as it relates to the “City of Annapolis Employees’ and Anne Arundel County Public Schools’ Mentorship Program”; and the “#BePresent” Volunteering initiative. Positive relationships initiated and sustained with our young people directly promotes a “Safe Annapolis”.
I plan to create an either Office or a Division (or a Unit within another Department)—an “Office of F.A.I.T.H.”—that’s F-A-I-T-H. to assist our residents even more, working on the “Passport for Life” initiative (see my March newsletter), and taking each letter of the word FAITH to mean:
F: Financial Planning (Financial Literacy);
A: Advocacy and Advancement (Advocacy on behalf of one’s children especially in the field of education as well as toward them exploring and pursuing their dreams—as they “Belong. Grow. Succeed”; and Advancement for oneself as a parent/caretaker and community advocate and/or resident);
I: Improvement in Interpersonal Relationships which leads to community Involvement and outreach;
T: Time Management (Organization, Structure, and Overall Life Planning); and
H: Health, Heart, and Hope (Health and wellbeing)
I plan to explore and move forward on implementing Ordinance O-2-20 that Alderman DaJuan Gay initiated, introduced, and passed in 2020—namely, the establishment of a “Youth Development Commission” within our City Boards and Commissions systems/structure. And because sports and athletics, as well as music, have been professionally documented and proven to be two of the best venues in which youth can participate and positively develop, there should be representation on this Commission from each one of these disciplines.
Read more about past legislation that Alderwoman Rhonda Pindell Charles has sponsored, co-sponsored, and voted on during her tenure on the Annapolis City Council by clicking the button below!
