Inclusion | Opportunity | Innovation

Mis prioridades presupuestarias

Estimado residente del condado de Montgomery,

Hoy estoy lanzando una traducción de mis comunicaciones de correo electrónico para residentes que prefieran leerlas en Español. Espero que comparta este enlace de suscripción con su familia y compañeros.

El proceso presupuestario para el próximo año ha culminado. Hay buenas noticias para compartir, como también hay asuntos pendientes.

Nuestro proceso presupuestario tiene dos etapas. El Ejecutivo prepara un borrador del presupuesto y lo presenta antes del 15 de marzo de cada año. Luego, el Consejo hace cambios y finaliza el presupuesto a fines de mayo.

Estos son algunos de los puntos más destacados de este año, los cuales reflejan mis prioridades;

Comenzando con la educación, hemos podido financiar completamente la solicitud de presupuesto de MCPS, gracias a un aumento en la financiación estatal; ahora MCPS podrá reducir aún más el tamaño de clases. También hemos podido financiar completamente a Montgomery College. Es importante destacar que ni MCPS ni Montgomery College fueron totalmente financiados en el borrador del presupuesto del Ejecutivo.

En el área de cuidado infantil y preescolar; este es el tercer año consecutivo en el que expandimos la asistencia preescolar para niños de bajos ingresos. La expansión de cuidado infantil y preescolar ha sido mi prioridad en la política de educación temprana y me alegra comunicarles que gracias a la reciente expansión, la cantidad de niños de bajos recursos que se beneficiarán del programa preescolar de día completo alcanzará los 1500, de los 750 de hace tres años.

Quiero también felicitar al Presidente del Comité de Educación del Consejo, Craig Rice, a la Presidenta del Consejo, Nancy Navarro, por su trabajo en educación temprana, y al Ejecutivo del Condado por incluir los fondos en su presupuesto. Estamos progresando, aunque
aún hay mucho más por hacer.

Estoy aún más entusiasmado por la expansión de programas extracurriculares, siempre me ha interesado este tema y trabajo arduamente todos los años para que los programas extracurriculares sean agregados a nuestro presupuesto. Los miembros del Consejo Albornoz y Jawando se unieron a la causa este año y hemos podido agregar cuatro nuevas escuelas primarias de alto índice de pobreza a nuestro exhaustivo programa Excel Beyond the Bell, alcanzando un total de 8 escuelas que hemos agregado en 3 años.

Cada uno de estos programas sirve a 120 niños, cinco días a la semana. ¡Con 8 escuelas, ahora llegaremos a casi 1,000 niños de edad primaria atendidos todos los días del calendario escolar!

También hemos agregado 3 programas extracurriculares en middle schools o escuelas intermedias y hemos creado una iniciativa llamada “ Skills for the Future” o “Habilidades para el Futuro” en español, para apoyar a los programas de STEM para jóvenes.

En el área de tránsito, pudimos restaurar cuatro de las siete rutas de autobús propuestas para ser reducidas en el presupuesto del Ejecutivo. Estoy decepcionado de no haber podido restaurar las siete rutas completas, lamentablemente el corte del servicio de autobús aumentará el tráfico y va en contra de la equidad social y de nuestros objetivos medioambientales.

Sin embargo, estoy contento de que ahora el servicio de autobuses RideOn y WMATA sea gratuito para los estudiantes. Esto creará toda una nueva generación de pasajeros de tránsito. Agradezco al Concejal Evan Glass por su apoyo.

Al mismo tiempo, agradezco a mis colegas por llegar al acuerdo de rechazar el recorte de $5 millones propuesto por el Ejecutivo al programa de “Áreas Prioritarias” para bicicletas y peatones (BiPPA). BiPPA es un programa que construye nueva infraestructura de seguridad en áreas del Condado con infraestructura antigua. BiPPA tiene proyectos planeados en Wheaton, Silver Spring y en el corredor de la Línea morada.

También pudimos restaurar los fondos para construir nuevas entradas en las estaciones de Metro de White Flint y Forest Glen las cuales el ejecutivo había propuesto recortarlas del presupuesto, ambas obras son necesarias ya que hace que el transporte sea más accesible al público.

En cuanto a la emergencia climática, quiero agradecer a mis colegas por apoyar mi propuesta de $ 400,000 para comenzar una iniciativa integral de planificación del cambio climático.

También, pudimos restablecer fondos cruciales para nuestro sistema de Parques, el cual fue programado para recortes significativos en el presupuesto del ejecutivo. Quiero agradecer al Concejal Friedson, nuestro Líder del Consejo para Parques, que no descanso hasta conseguir restablecer los fondos.

Quizás se pregunte cómo el Consejo pudo financiar estos programas. La respuesta está en cambiar ciertas prioridades dentro del presupuesto. No subimos impuestos. Sin embargo, hicimos cambios de otras maneras, como por ejemplo, reduciendo compensaciones irrazonables.

El aumento de 9% propuesto por el Ejecutivo del Condado no era asequible. La reducción de su capacidad permitió que el Consejo agregara fondos a muchas de estas prioridades clave mencionadas anteriormente. (Aunque en mi opinión el aumento de 7% acordado por el consejo continúa siendo más de lo que podemos costear, y no concuerdo con esa propuesta).

En cuanto a los asuntos pendientes: mientras elaboramos un mejor presupuesto, el Condado continúa teniendo un problema subyacente: tenemos un déficit estructural. Un déficit estructural es cuando nuestros ingresos continuamente están por debajo de nuestros gastos; aquello sucedió nuevamente este año. El presupuesto que acabamos de aprobar se financia sustancialmente del uso de reservas destinadas a los gastos de salud de los jubilados. Esta práctica debe terminar.

Necesitamos arreglar nuestro déficit estructural alineando nuestros gastos con nuestros ingresos. El Ejecutivo del Condado ha hablado acerca de “dimensionar correctamente” al gobierno del Condado, y los miembros del Consejo han indicado su apoyo. Eso ayudaría a asegurar que la compensación no crezca más rápido que los ingresos, dejando espacio para financiar prioridades críticas.

En el futuro, debemos trabajar juntos para hacer cambios que nos pongan en un camino más sostenible.

¡Gracias por su atencion!

Hans Riemer Signature

Hans Riemer
Concejal del Condado de Montgomery

My budget priorities

Dear Resident:

The County’s budget for the next year is done. There is good news to share, as well as unfinished business.

Our budget process has two stages. The Executive prepares a draft and submits it by March 15. The Council then makes changes and finalizes the budget by the end of May.

Here are some of my highlights from this year, reflecting my own priorities.

Starting with education, we fully funded the MCPS budget request, thanks particularly to an increase in state funding. We also fully funded Montgomery College. Neither were fully funded in the Executive’s budget. MCPS will now reduce class size guidelines further.

On child care and pre-k, this is the third year in a row that we will expand pre-k for low income kids. Including this year’s expansion, the number of poor children benefiting from full-day pre-k will reach 1500, from 750 three years ago. This has been my highest priority in early education policy.

I want to salute Council President Nancy Navarro and Council Education Committee Chair Craig Rice and for their work on early education, and the County Executive for including the funds in his budget. We are making progress, though we have more to do.

I’m particularly thrilled by our expansion of after school programs. I have worked hard to add programs every year to our budget. This year I was joined by Councilmembers Albornoz and Jawando as we added four new high poverty elementary schools to our comprehensive Excel Beyond the Bell program, bringing the total to 8 that we have added in 3 years.

Each of these programs serves 120 children, five days a week. With 8 schools, we will now reach nearly 1,000 elementary age children served every school day!

We also added 3 middle school programs and we created a new initiative called Skills for the Future to support youth STEM programs.

On transit, we were able to restore four of the seven routes proposed for reduced service in the Executive’s budget. I am disappointed that we could not restore all seven. Cutting bus service is sure to increase driving and works against our social equity and environmental goals.

I am however happy that RideOn and WMATA bus service will now be free to students, all the time. This should create a whole new generation of transit riders. Thanks Councilmember Evan Glass for your advocacy!

I am particularly grateful that my colleagues agreed to reject the Executive’s proposed cuts of $5 million to the bicycle and pedestrian “Priority Areas” program (BiPPA). This is a construction program that builds new safety infrastructure in areas of the County with older infrastructure. It has projects planned in Wheaton, Silver Spring, and along the Purple Line corridor. Thank you Transportation Chair Tom Hucker!

We also restored funding for new Metro station entrances in White Flint and Forest Glen, both badly needed to make these station areas more accessible. The Executive had proposed cutting them from the budget.

On the climate emergency, I want to thank my colleagues for supporting my proposal for $400,000 to begin a comprehensive climate change planning initiative.

And finally, we were able to restore crucial funding to our Parks system, which was slated for significant cuts in the executive’s budget. I want to thank Councilmember Friedson, our Council’s Lead for Parks, who pushed until we got it done.

You may wonder how the Council was able to fund these programs. The answer lies in changing certain priorities within the budget. We did not raise taxes. We did, however, make changes in other ways, including scaling back some compensation that was excessive.

The County Executive’s proposed 9% raises were not affordable. Scaling them back enabled the Council to add funding to many of these key priorities mentioned above. (Though my view is that the 7% raise the Council agreed to for many employees was still more than we can afford, and I opposed that proposal too).

So as for unfinished business: while we crafted a better budget, the County still has an underlying problem — we have a structural deficit. A structural deficit is when our revenues continually come in below our expenditures. It happened again this year. The budget that we passed is substantially funded by using reserves intended for retiree health expenses. That practice needs to end.

We need to fix our structural deficit by bringing our expenses in line with our revenues. The County Executive has talked about “right-sizing” County government, and Councilmembers have indicated support. That would help ensure that compensation does not grow faster than revenues, leaving room to fund critical priorities.

Going forward, we need to work together to make changes that will put us on a more sustainable path.

Thank you for reading!

Hans Riemer Signature

Hans Riemer
Councilmember, At-large

Pay raises we can afford

Dear Resident:

Today the Council took an initial vote on next year’s compensation for County employees, as proposed in the County Executive’s budget.

As part of our annual budget process, the County Executive is responsible for negotiating labor contracts with the unions. The Council then has the final responsibility of making sure that compensation is affordable.

While I support a raise for our employees, the County Executive’s proposal includes a 9.4% increase for many County employees in the MCGEO bargaining unit. (Increases for Fire and Rescue and Police officers are about 5.9%; teachers and school support personnel are scheduled to get 4.5% increases, on average.)

MCGEO members are the workers you will see driving a bus for long hours, inspecting rental housing, or providing health services. Like other public employees, they keep this county humming, and they deserve a raise.

But after careful consideration, I voted no on the 9.4% raise, as did my colleagues.

I cast that vote because I take my obligation seriously to look to the future as a steward of our tax dollars.

Under the County Executive’s agreements, total compensation would grow at nearly double the rate of county revenue. When compensation grows faster than revenue, it consumes more of the budget over time, leaving less for new initiatives.

I think you will agree that we must be careful to preserve funds for goals such as reducing MCPS class sizes, expanding pre-k and afterschool programs, improving transportation and fighting climate change, to name a few.

By comparison, Federal employees, who make up a large share of our taxpayers, are receiving increases this year that are less than half of that amount.

While there is no doubt that the Recession was tough on our employees, with pay freezes for several years, since then, they have received steady raises.

The County Executive’s proposed 9.4% raise is all the more difficult because it is plain now that our budget has a structural deficit. The only way the budget achieves balance is through an extraordinary measure — using revenues from last year identified for the retiree health benefit fund.

Like a large ship, the County’s budget changes direction slowly. I think this is an important moment to begin to “turn the ship” and express the Council’s strong desire to start taking steps to resolve our structural deficit.

The County Executive talked about our fiscal challenges on the campaign trail, as did Council candidates. The County Executive’s mantra was that as a leader trusted by the County unions, he could work with them to right-size County government — recognizing that it is more affordable to provide raises to a smaller workforce.

He’s right about that, and I hope he follows through. I am prepared to work with him.

The budget we received, however, adds 90 new positions, exacerbating the impact of compensation increases.

I share the County Executive’s stated desire to make County government more efficient, and I also strongly believe that we can do more to promote economic growth in the County. If we achieve major savings and our revenue growth accelerates from a hotter economy, then I absolutely believe that County employees should share in those gains.

But let’s not count the chickens before they hatch: we have to make the necessary changes before claiming savings.

I look forward to supporting a raise that we can fund over time — one that is more in line with the wage increases that other bargaining units and our taxpayers are experiencing.

Sincerely,

Hans Riemer Signature

Hans Riemer
Councilmember, At-large

COMMISSION UPDATE
This past February, Councilmembers Jawando, Rice and I sponsored a resolution to establish the Remembrance and Reconciliation Commission to secure our County’s memorial from the Equal Justice Initiative (EJI) to commemorate the three known lynchings in the County. The Commission will include 10 voting members of the public. If you’re interested in being involved as a member of the commission, you can apply online up until May 13, 2019.

Redevelopment that preserves affordable housing

Dear resident,

You have driven Veirs Mill Road. Coursing through densely-populated suburban communities, the highway’s rough edges have resulted in tragic crashes far too often.

But housing in the corridor – from Twinbrook apartment complexes to single family home neighborhoods – is more affordable than other areas of the County, providing a valuable foothold for many families.

With a new Bus Rapid Transit line planned for Veirs Mill Road and ongoing concerns about traffic safety, the Council set out to chart a new vision for the future through the “Veirs Mill Corridor Sector Plan.” Our goal: to improve road safety and transportation options while strengthening an affordable housing resource for the future.

No Net Loss of Affordable Housing
Twinbrook Parkway hosts several older garden apartment complexes between Rockville Pike and Veirs Mill. Constructed before the County began requiring developers to build regulated affordable housing (MPDUs), these units are relatively affordable due to their age and location, but the rents could change based on market conditions in the future. The complexes are also aging and need reinvestment. Substantial renovations could result in higher rents or, if the owners do not invest in the buildings, disrepair.

To incentivize redevelopment that protects affordable housing and the communities living there today, I worked with my colleagues to produce a “no-net loss” housing policy for the plan.

The idea of no-net loss is to allow reasonable redevelopment of existing apartment buildings, while ensuring that each property produces the maximum affordable housing possible, and that overall there will be at least as much affordable housing in the future as there is today.

In Veirs Mill, this vision can be accomplished through a public-private partnership, where property owners are allowed to use density and height provided in the plan to add new housing in exchange for providing housing into our regulated programs that can guarantee affordability. The plan would replace all of the existing market rate affordable units with regulated affordable units over time. When the properties are combined, here is out it works out:

Existing Proposed
Housing units: 924 Housing units: 3,238
Regulated affordable units: 91 Regulated affordable units: 1,185

As you can see, using redevelopment as a tool, the plan would generate new housing in set-aside affordable programs as well as new market-rate housing in a part of the county that is, at least for the foreseeable future, relatively affordable. It’s a win-win.

Keep in mind though that this is a decades-long vision for the area, and it won’t happen quickly. To address infrastructure needs, the plan accounts for the student and transportation impacts and identifies how those needs can be met.

Making safety the priority
Vision Zero is a commitment the County has made to get to zero traffic deaths. The Veirs Mill Plan is our first master plan focused on Vision Zero transportation solutions. The plan recommends measures that prioritize the safety of all users, pedestrians, bicyclists, and motorists.

The long-term vision for Veirs Mill Rd is recreating it as a multimodal corridor with protected bicycle lanes, sidewalks and pedestrian crossings, a new interchange at Veirs Mill Rd and Randolph Rd. that is improves safety multimodally, safer speed limits, and a bridge for the Matthew Henson Trail crossing where two people have been killed in recent years.

There is also a consensus on the Council that we should act quickly to address known safety risks. The urgency is great as even during our Council’s Tuesday deliberation a pedestrian was struck on Veirs Mill Rd.

Our list of short-term improvements include:

  • Build continuous sidewalks – specifically the segments between the Wheaton CBD and Connecticut Ave
  • Build or mark continuous bike facilities – especially where connectivity to trails and transit can be improved
  • Implement school zone speed limits
  • Install signalized crossings at Norris Drive and Andrew St.
  • Install a red light camera at Newport Mill
  • Change the speed limit to 35 mph along the whole length between Wheaton and Twinbrook Pkwy, except between Havard and Bushey, where it should be changed to 25 mph

Working with a sense of urgency and with our partners in the executive branch and the state, we can achieve lasting improvements that prevent needless injury and death. The Veirs Mill Plan’s innovative approach to Vision Zero helps us get there.

Your feedback is always welcome.

Sincerely,

Hans Riemer Signature

Hans Riemer
Councilmember, At-large