Positions and Plans
Background: Annapolis is a municipal corporation of the State of Maryland, possessing home rule powers since 1954, though it was chartered in 1708. The City is about eight square miles. According to a 2019 US Census Bureau estimate, the population is approximately 40,687, excluding the Naval Academy, which has a population of about 5,500. The Naval Academy constitutes a Federal enclave within the City but is not within the corporate limits of Annapolis.
The City is governed by a City Council that comprises the Mayor and eight Alderpersons. The Mayor is elected citywide and may serve no more than two consecutive four–year terms. The Alderpersons are elected by ward and have no term limits. Elections are held in the year following the presidential election year. 
The City has independent jurisdiction over streets, street lighting, refuse collection, police, recreation and parks, harbor, parking, public transportation, fire suppression and emergency services, planning and zoning, water production and distribution, and wastewater collection.
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Statement: Please vote for Jared in the Primary Election on September 16, 2025, and in the General Election on November 4, 2025. As a Democratic candidate for Mayor in the 2025 election, Jared Littmann provides the following context and positions as of March 27, 2025.
City Dock
Context: The Annapolis City Dock has been increasingly flooded, with a record 120 instances in 2024. The accelerating incidence of flooding is an additional burden on taxpayers and increasingly impairs the ability of residents in outlying neighborhoods to access schools and businesses downtown. The City has been working on solutions and identifying funding sources.
Position: There are 3 phases to this current proposed project, and I list them in my order of priority:
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Build a sea wall to protect our downtown businesses from flooding. The proposed seawall will include a two-acre raised park (replacing the current parking lot) with deployable floodgates.
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Build an additional sea wall bordering Compromise Street.
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Build a Marine Welcome Center (MWC) that houses the Harbormaster’s headquarters. The Harbormaster is responsible for ensuring the safe and enjoyable use of navigable City Waters, including parts of the Severn River, Back Creek, Spa Creek, and Weems Creek.
The key to all the above is funding, which is an absolute priority for me to secure. I will work diligently to obtain the necessary approvals and capital to complete all phases of the project, with the sea walls being the top priority.
We are hopeful that FEMA will complete the $33 million grant the City has applied for to initiate this project. With a tightening of Federal Government grants that might suspend, delay, or even eliminate the grant, it would be essential to have a leader who will work with all segments of government, including our county and state, philanthropies, and possibly the private sector, to get funding.
I possess the experience, drive, and skill set to collaborate with all parties to achieve this goal.
Parking, Transportation & Accessibility
Context: The City operates four downtown garages, including the rebuilt Hillman garage, which a third party controls, and the Gott, Knighton and Park Place garages, which another third party manages. The City also manages parking districts and metered parking. Within City limits, there are City, County, State, and privately managed roads. There are bike lane segments and sidewalks throughout the City, although some are incomplete and others have obstructions, such as utility poles.
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Position: We need a simple and fair parking system. My canvassing of citizens within Annapolis tells me that we need clearer signage and better communication, which would result in fewer penalties. The system must also meet the needs of our residents and businesses, including those without smartphones. I will seek improvements by working with all parties, including Hillman's existing contract holder and other vendors and residents, to bring a friendly, welcoming approach to parking.
We must protect resident parking on residential streets. Parking is a significant concern, especially in Wards One and Eight, where visitor commerce is high. Improving this will be a priority for me.
I will work to reimagine our roads to accommodate all modes of transportation — pedestrians, bikes, automobiles, and public transit — to reduce traffic congestion, promote safety, and encourage smarter growth. In collaboration with the utility companies, I will work with our residents to identify the highest priorities for improving our sidewalks.
Public Safety
Context: Annapolis has its own police (APD), fire (AFD), and emergency teams (EMS). These teams do excellent work and have mutual aid agreements with the County and the Naval District Washington Fire Departments. 
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Position: I pledge to support the APD, AFD, and EMS by addressing the root causes of crime in the community, working with the departments to improve morale and eliminate staffing vacancies, working with HR to retain and attract skilled officers, supporting reentry programs, using the latest technology in cameras/devices and AI for instant reporting, and working with nonprofits like the Boys & Girls Clubs, mentoring programs like Alpha Academy and Black Wall Street Annapolis, the Housing Authority and other private and public sector organizations to improve safety in all eight wards.
Permitting
Context: Today, obtaining necessary permits to adhere to City codes causes unnecessary delays and frustrations. ​
Position: We must significantly rewrite the code to reduce uncertainty while preserving high standards. We can expedite routine permit applications with pre-approved templates for projects like fences and decks. We will incorporate resident preferences into proactive, community-driven proposals to incentivize the private investment residents want, and that will improve our infrastructure. We will explore AI technology to help us simplify the existing codes, clarify regulations, or create them when missing. It will result in a firm, fair, and consistent application of obtaining permits with the city, both for citizens and businesses, in a streamlined fashion.
Housing
Context: Housing is among the most controversial and challenging issues to tackle. Average housing and rental prices have increased faster than average income has, and demand far exceeds supply. The most demand is for more middle-income housing options, though this prompts concerns about straining existing City services and infrastructure. Meanwhile, the Housing Authority for the City of Annapolis (HACA) oversees numerous public housing communities, some of which are privately managed. Residents in those neighborhoods seek better housing conditions. Thirdly, the proliferation of short-term rentals (STRs) has reduced housing inventory and increased prices.
Position: Driven by listening and uniting around resident preferences, we must establish a unified housing strategy for the City. High housing costs are bad for renters, homeowners, businesses and their customers, and commuters. I will advocate for mixed-use, mixed-income projects, including the Choice Neighborhood Initiative (CNI), to address the need for more housing. I will encourage privately owned underutilized office and commercial spaces to convert to add housing options. I will seek incremental additions to housing that correspond to additional support for City services, such as public safety officers, while preserving existing green spaces.
 
To limit and reduce the number of Short-Term Rentals (STRs), we first need to enforce existing codes by adequately staffing the Planning & Zoning department. I would hire someone immediately to accomplish this. I would establish a reliable mechanism to track and enforce violations to protect surrounding residents and their right to a quiet environment. Second, I would communicate with STR license holders to express my intent to be serious about enforcement. Third, I would look at the feasibility of an order to keep from approving new licenses and/or limiting and reducing the number of licenses within the city.
Budget & Strategic Planning
Context: The City budget, as approved for Fiscal Year 2025 (the year ending June 30, 2025), approves expenses of $190,358,892.
Position: As Mayor, I will apply my business experience to ensure disciplined spending while planning for long-term financial stability. I will reduce borrowing for routine annual projects like sidewalk replacement. I will pivot and make new decisions if faced with reductions in federal and state support. We must budget and plan strategically to avoid burdening future generations with debt and unsustainable, costly facilities. 
I will establish a clear strategic plan for our city. We will define our strategy with all stakeholders, including residents, City employees, Unions, and the City Council, and allocate our resources to pursue it. This will involve setting goals for all city departments, determining actions to achieve those goals, mobilizing resources to implement the plans, and then holding ourselves accountable for completing or updating those goals.
As a businessman, I recognize the need to utilize knowledgeable, experienced, and accountable people to work in financial roles within my administration. It is essential that we spend your money wisely and address necessary fiscal solutions within the spending vs revenue element of the government (balancing the checkbook!).
Maritime
Context: Annapolis has 17 miles of coastline along the Chesapeake Bay and tributaries. Annapolis had been a port for commercial fishing but is now better known for recreational boating, fishing, sailing, and boat racing. Annapolis has always been a popular port of call for international sailors, who consider the city “America’s Sailing Capital.” Today, we have approximately 32 private marinas and 3 public marinas. We have well over 1,200 slips within our city waters used primarily by individual boat owners for their own pleasure and not commercially driven.
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Position: We need to protect the integrity of our waters, access to those waters, and the maritime activities referenced above. If we don’t maintain and protect our biodiversity, fisheries, shorelines, and coastal ecosystems, Annapolis won’t be a desirable place to live or visit. I respect the liveaboard community and would not want to disrupt their way of living. I recognize the unique contributions liveaboards make to the character and stewardship of Annapolis Harbor.
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When updating or proposing new maritime legislation, we must consider the environmental impact, safety risks, and economic hardship that could affect our waters. If we don’t, we risk altering and ruining the elements of our beautiful city that residents enjoy the most. Concerns about “commercial houseboats and housebarges" should not be confused with those who live aboard their vessels as a lifestyle. A commercial houseboat or barge is a marine vessel used for business purposes, not residential purposes. Regulations or enforcement efforts should reflect that important distinction.​
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With that in mind, I will resist any push for legislation that allows commercial houseboats and barges to be permanently or temporarily docked within our community waters and will advocate for our city council to enact such laws. The allowance of commercial short-term rental houseboats or barges and large restaurants in the maritime zone would forever alter the charm of our town. Other cities have rallied against this and succeeded in their efforts to preserve their charm. I want to do the same.
Environment
Context: Annapolis faces numerous obstacles to being environmentally resilient. It aims to have a 50% tree canopy but has been sliding backward. Flooding is a significant issue: the frequency and degree of flooding at City Dock, in Eastport, and in other parts of the City get worse each year, and most of the 10 worst floods in the City’s history have occurred in the last 15 years.
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Position: As your Mayor, and as a person with an environmental engineering degree, law degree, and environmental law background, I am committed to pursuing strategies to make Annapolis a leader in environmental resilience. We want to improve stormwater control maintenance, protect existing green spaces, increase the tree canopy in all eight wards, expand the installation of solar panels to reduce electricity costs, improve EV charger infrastructure, and thrive despite rising sea levels. I will pursue those objectives through an equity lens and collaborate with strategic partners such as the County, the Resilience Authority for Annapolis and Anne Arundel County, NOAA, the EPA, MDE, DNR, the Chesapeake Conservancy, Chesapeake Bay Foundation, the Spa Creek Conservancy, the Severn Riverkeepers Association and numerous other important entities in our area.
Equity
I want to make it clear that I am committed to ensuring all Annapolis residents have equitable access to every program offered within our city. I have worked for and supported this my entire life – all of us are equal.
Annapolis residents deserve a government that reflects the community and listens to and responds to its needs. As your Mayor, I pledge to improve opportunities for all, whether internally in City government or as an advocate. I will partner with the County, schools, and other organizations to improve childcare, health, education, and access to grants.
Our city government, services, and programs must create opportunities that reflect and support the diversity of our community — equity for all ethnicities, races, backgrounds, identities, and religions. 
Partnerships & Local Economy
My administration will seek partnerships, improved services, and greater efficiencies by reducing barriers to doing business in Annapolis. Small businesses are the heart of our community. I will actively listen to their needs and work to the best of my ability to ensure our decision-making process addresses their suggestions.
I would examine the overlapping functions of our City and County departments to drive collaboration and improve efficiency. For example, I would explore greater reliance on the County for emergency dispatch, criminal evidence processing, and traffic engineering. I would explore greater collaboration, not consolidation, for overlapping services like transportation. Consolidation would be complicated, have significant costs, and would lead to reduced local control and services. Therefore, I would not explore consolidation for priority services like police and fire without proof-of-concept from first experimenting, if at all, with consolidating services with lower-risk departments. The goal would be better services and/or reduced costs in all cases.
I will seek private-public partnerships when those relationships can improve our community. I will listen to all ideas. I will continue improving on our collaboration with the County School Board and our Naval Academy neighbors to ensure that our residents’ needs are addressed at home, school, play, and work.
I applaud and support Historic Annapolis and will partner in preserving its historic charm and the storytelling of all — good and bad — our history. 
Arts, music, and culture round out the Annapolis experience. I will work with the Maryland Hall, Design District, and many other partners to ensure a continued, growing, and vibrant Annapolis.