2026-07-21-ceda website packet.pdf

THE TOWN OF CENTREVILLE 101 LAWYERS ROW CENTREVILLE, MD 21617

410-758-1180 FAX 410-758-4741 WWW.TOWNOFCENTREVILLE.ORG

AGENDA

Centreville Economic Development Authority July 21st, 2026

6:00 PM

Centreville Wharf Building 101 Water Way, second floor meeting room I. Call to Order – Chair II. Agenda Review III. Review of Minutes from Past Meetings a. June 23, 2026 Meeting Minutes IV. Opening Statement-Pat Fox, Chair a. Reminder – CEDA meetings are recorded, for ease of transcription please keep all sidebar conversations to a minimum b. CEDA Binders c. Working document for accountability strategic plan

V. Citizens Forum (Citizens are requested to keep their comments to three minutes.) (CEDA meetings are recorded and a copy of the recording is available upon request) VI. Appearances VII. Old Business a. 2015 Market Study- Review of Recommendations -Pat Fox, Chair VIII. New Business a. CEDA’s Role- Frederick Beu, Town Council Liaison b. Main Street responsibilities- Gaye Adams, Economic Development Manager

c. Main Street Board and its role in conjunction with CEDA- Gaye Adams, Economic Development Manager d. Main Street Market Study- 2026- Gaye Adams, Economic Development Manager IX. Business Recruitment and Business Contacts a. Main Street b. Outside of Main Street X. Reports of Subcommittees:

a. Commercial Property Inventory Committee- Frank Divillio, Scott Eggert, and Harry Kaiser b. Town-Owned Property Committee – Chris Rosendale, Christy Pulglisi and Scott Eggert c. CEDA Development Strategies – Pat Fox, Christy Pluglisi, Kate Blackburn and Carolyn Brinkley XI. Reports of Department Heads a. Town Manager b. Zoning Administrator c. Centreville Economic Development and Mainstreet Manager

XII. Miscellaneous Business XIII. Citizens Forum (Citizens are requested to keep their comments to three minutes.) XIV. Motion to Adjourn – Chair Upcoming Meetings:

• July 22, 2026 – Board of Appeals Hearing- 7:00 p.m. – Liberty Building, 107 N. Liberty Street,

second floor meeting room

• August 6, 2026 – Town Council Meeting- 7:00 p.m. – Liberty Building, 107 N. Liberty Street,

second floor meeting room

• August 18, 2026- CEDA Meeting- 6:00 p.m. – Centreville Wharf, 101 Waters Way, first floor

meeting room

• August 19, 2026 – Planning Commission Meeting- 7:00 p.m. – Liberty Building, 107 N. Liberty

street, second floor meeting room

RECOMMENDATIONS: AUGUST

• In the month of July/August, the subcommittees should meet to provide deliverables.

• In the month of August, the Main Street steering committee should meet to provide

deliverables based on the Transformative Strategy outlined in the 2026 Market Study.

• CEDA and Main Street should have a work session to infill the Strategic Plan with

accountability.

• September 17, 2026 both groups should present at the Town Council meeting our

combined Strategy.

Centreville, Maryland

FINAL

PRESENTATION

ECONOMIC

DEVELOPMENT

PLAN

August 6, 2015 Presented By:

Taylor Yewell – RKG Associates, Inc.

IN

SUMMARY

2

CENTREVILLE HAS

 Vacant space ready to lease and sites that are, or can be, both permitted and served with infrastructure conducive for business development.

 County seat, center of government activity including courts.

 A laudable quality of life with a well-educated workforce, good K-12 education system, charter schools with quality postsecondary education institutions located close by.

 Charming downtown area with room for more restaurants and shops.

 A population with demographics oriented toward prime working age and retirement age households.

CENTREVILLE SHOULD

 Work more closely with QAEDC to implement economic development initiatives.

 Push filing existing vacant commercial spaces as a priority.

 Facilitate development of age-in-place, assisted living, continuing care and medical services.

 Inventory and characterize the vacant downtown space for lease before we start recruiting.

 Create a Business Incubator & obtain access to the FBI Annex of Post Office Building.

CENTREVILLE SHOULD

 Complete master plans for the Penn Ave & Banjo Lane Corridors to facilitate business development.

 Draft Zoning regulations for future development of commercial frontage on Ruthsburg Road.

 Consider a part-time economic development manager position to coordinate and execute the Town’s economic development initiatives.

 Host & Promote events in the center, and improve signage at the entrances of town to create a sense of place. ( From Main Street Study)

STUDY PROCESS

Socioeconomics Assets, Challenges & Opportunities Recommended Economic Development Initiatives 6

SOCIOECONOMICS

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DEMOGRAPHIC CHARACTERISTICS

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TOWN EMPLOYMENT TRENDS

∆ 2005 DESCRIPTION 2003 2012 to 2012 TREND

TOTAL ALL JOBS 2,179 2,657 478 ↑

Mining, oil and gas extraction 0 12 12 ↑ Utilities 1 1 0 ↑ Construction 128 75 (53) ↓ Manufacturing 123 0 (123) ↓ Wholesale trade 161 43 (118) ↓ Retail trade 314 322 8 ↑ Transportation and warehousing 3 4 1 ↑ Information 50 43 (7) ↓ Finance & insurance 22 42 20 ↑ Real estate & rental & leasing 28 28 0 ↑ Professional, scientific & technical services 87 107 20 ↑ Management of companies & enterprises 45 48 3 ↑

Admin. & support, waste management 63 42 (21) ↓ Educational services 679 531 (148) ↓ Health care & social assistance 173 379 206 ↑ Arts, entertainment & recreation 9 36 27 ↑ Accomodation & food services 145 304 159 ↑ Other services 88 65 (23) ↓ Public Administration 60 575 515 ↑

COUNT Y EMPLOYMENT TRENDS

∆ 2005 DESCRIPTION 2003 2012 to 2012 TREND

TOTAL ALL JOBS 11,090 12,232 1,142 ↑

Utilities 3 7 4 ↑ Construction 984 1,022 38 ↑ Manufacturing 874 512 (362) ↓ Wholesale trade 808 759 (49) ↓ Retail trade 1,982 1,895 (87) ↓ Transportation and warehousing 150 252 102 ↑ Information 199 115 (84) ↓ Finance & insurance 172 274 102 ↑ Real estate & rental & leasing 173 140 (33) ↓ Professional, scientific & technical services 557 755 198 ↑ Management of companies & enterprises 90 60 (30) ↓

Admin. & support, waste management 329 504 175 ↑ Educational services 1,072 1,195 123 ↑ Health care & social assistance 646 1,025 379 ↑ Arts, entertainment & recreation 361 381 20 ↑ Accomodation & food services 1,519 2,066 547 ↑ Other services 591 653 62 ↑ Public Administration 580 617 37 ↑

ASSETS, CHALLENGES,

OPPORTUNITIES

11

ASSETS SUMMARY

 Available buildings and land that can readily accommodate a variety of non-retail businesses.

 Local, regional, and state economic development resources.

 Excellent highway access to major markets, future rail access (limited).

 Available utilities capacity: water, sewer, broadband.

 Excellent quality of life.

 Designated county growth area.

 CEDA

CHALLENGES SUMMARY

 Distance from major markets.

 Weak position in a regional tourism/visitation economy.

 Relative competitive disadvantage in office/flex market.

▪ Kent Island benefits from access and proximity to Annapolis.

 Visitor’s support infrastructure lacks lodging.

 Younger, white collar workforce is trending to urban areas.

▪ Queen Anne’s County’s 25-44 age group declined by 1,328 from

2000 to 2013 (12,291 – 10,963) .

CHALLENGES

AGE TRENDS 2000 - 2013

Queen Anne's County 47% 43% 39% 4% 0-14 15-24 25-44 45-64 65+ -11%

OPPORTUNITIES SUMMARY

 New county economic development regime  Centreville just now getting into the “game”  Creation of an economic development strategy  Opportunity areas can be planned to facilitate economic development  Publicly owned real estate assets can be leveraged to fund economic development initiatives  Growth areas

▪ Can accommodate new, more diverse housing

▪ Can accommodate employment supporting uses

IMPLICATIONS

 Centreville is very desirable from a quality of life perspective (for the 45-plus age demographic)  The county recognizes the importance of Centreville’s designation as a growth area for its future economic development.

 Centreville needs to more fully access county ED resources to assist in its efforts.

 Centreville must take a proactive approach to its economic development.

 Centreville will need to differentiate itself to stand out from the competition.

ASSETS, CHALLENGES,

OPPORTUNITIES

IN DETAIL

18

INFRASTRUCTURE

 Transportation and Access

▪ U.S. Route 301 – north/south national highway

▪ Maryland and Delaware Railroad (MDDE) terminates at 301/304

▪ Bay Bridge Airport (General Aviation)

 Water & Sewer

▪ Build-out within current boundaries may trigger need to expand

wastewater capacity

▪ County has deeded an acre at 301/304 for a water tower

 Broadband Service

▪ Fiber optic trunk line runs through Centreville

▪ Providers

▪ Cable modem (1)

▪ DSL (1)

▪ Satellite (2)

INFRASTRUCTURE – FIBER OPTIC

QUALIT Y OF LIFE - CRIME

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QUALIT Y OF LIFE – SCHOOLS

MEAN SAT SCORES

2014 504 491 486 483 482 470 Reading Math Writing State of MD Queen Anne's County

QUALIT Y OF LIFE - HOUSING

 2012 median owner occupied home value:

▪ Centreville: $354,900

▪ County: $356,800

▪ State: $292,700

 2012 median rent:

▪ Centreville: $ 711

▪ County: $1,064

▪ State: $1,196

 Owner occupied: 75%  Renter occupied: 25%

AMENITIES

 Pedestrian friendly historic downtown  Wharf area

MARKET CONTEXT

Employment Supporting Space for Lease Market Office SF Flex SF Industrial SF Centreville 25,000 67,000 0 Stevensville 15,000 106,350 158,670 Easton 28,500 35,052 82,749 Annapolis 484,962 32,728 21,000

TOTAL 553,462 241,130 262,419

MARKET CONTEXT - CCRC

 Continuing Care Retirement Community

▪ RPRG 2014 study shows support for an assisted living facility at the

Centreville Business Park  Aging population (Queen Anne’s, Kent, Talbot, Caroline Counties) Age Trends by County Jurisdiction Age 2000 2013 Change % Change 65+ 5,175 7,596 2,421 47% Queen Anne's 85+ 391 826 435 111% 65+ 3,692 4,499 807 22% Kent 85+ 434 721 287 66% 65+ 6,917 9,328 2,411 35% Talbot 85+ 850 1,216 366 43% 65+ 4,037 4,581 544 13% Caroline 85+ 535 531 -4 -1% 65+ 19,821 26,004 6,183 31%

Total Region 85+ 2,210 3,294 1,084 49%

BUSINESS ATTRACTION & SUPPORT

ASSETS

 Near Term Opportunities

▪ Centreville Business Park

▪ 67,600 SF Flex

▪ 8,000 SF Office

▪ 50 acres developable land

▪ Coursevall Building

▪ 17,000 SF Office

▪ Downtown

▪ Pennsylvania Ave. Parcel

▪ FBI Annex

▪ Banjo Lane

BUSINESS ATTRACTION & SUPPORT

ASSETS

 Mid-Term Opportunity

▪ County Complex/YMCA Residual

Property  Long-Term Opportunity

▪ US Rt. 301/MD Rt. 304 Interchange

Area

▪ Banjo Lane/Turpin Farm

RECOMMENDED

ECONOMIC DEVELOPMENT

INITIATIVES

30

BUSINESS DEVELOPMENT INITIATIVES

 Market and Promote the Centreville Business Park for a Continuing Care Retirement Community (CCRC) and related aging-in-place services

▪ Utilize the RPRG study to help market and promote

▪ Identify prospects through associations and organizations

 Create a business development node through incubator and/or co-work space

▪ Public/private partnership

▪ Tax incentives to landlord

▪ County ED funding for tenant fit-out

▪ Rent needs to be cheap!

BUSINESS DEVELOPMENT INITIATIVES

Co-Work Space

OPPORTUNIT Y AREAS STRATEGIES

 Centreville Business Park & Coursevall Building

▪ Space needs to be aggressively marketed by town and county

▪ Possible location for co-work space

OPPORTUNIT Y AREA STRATEGIES

 Pennsylvania Avenue site

▪ Create a small area plan that is

supportable and reflects the Town’s vision

▪ Initiate a competitive developer

solicitation process

▪ It is crucial that town maintains as much

control over development as possible throughout the process  FBI Annex Building

▪ Town should negotiate a purchase or lease

to reactivate this building  Banjo Lane/Turpin Farm

▪ Create a small area plan that supports

economic development goals and objectives

INCENTIVE PROGRAMS

 Incentives should be discretionary and targeted  Incentives should reflect the goals and objectives for a specific opportunity area

▪ Main Street District: Retail & restaurants, professional

▪ Centreville Business Park : Professional, technical, health care, aging

in place services

▪ 301/304 Interchange: Logistics, Industrial

 Consider employment and earnings parameters

▪ Number of jobs

▪ Occupational characteristics

▪ Salaries & wages

INCENTIVE PROGRAMS

 Town incentives will draw from limited resources, and should be considered a bargaining chip for negotiations to be offered when appropriate  Fiscal and economic impacts must both be considered

▪ Ratables – fiscal revenues

▪ Economic impacts – employment, earnings, spending in the local

economy

▪ RKG estimates daytime workers spend as much as $2,700 annually in the

local economy if the retail opportunities are available

INCENTIVE PROGRAMS

 Real Property Tax Abatements/Rebates

▪ Most effective for large investments

▪ $1 Million ÷ 100 x 0.38 = $ 3,800

▪ $10 Million ÷ 100 x 0.38 = $38,000

 Water and Sewer Allocation Fee Waivers

▪ Allocation fees total $13,744 per meter

 Regulatory Streamlining

▪ Designate a staff representative as a "concierge" to businesses who

are going through the permitting process.

TARGET INDUSTRIES

 Manufacturing

▪ Value added agricultural production

 Health Care

▪ Age-in-place services

 Logistics

▪ Capitalize on 301/304 area

▪ Capitalize on rail

ORGANIZATION AND COORDINATION

 Create an Economic Development Manager’s position

▪ Part-time, contractual.

▪ Separate and distinct from Main Street Manager.

▪ Work should be performed under the direction of the Town Manager

and Town Council and reviewed by CEDA through conferences, reports, and observation of progress.

▪ Economic Development and Main Street should be combined as a

single agency to more efficiently utilize resources

ORGANIZATION AND COORDINATION

 Economic Development Manager Responsibilities

▪ Liaison between the Town government, CEDA, and the County Economic

Development Office

▪ Coordinate and execute the Town’s economic development initiatives;

manage contracted vendors for special projects.

▪ Provide Centreville leadership in the area of economic development with

active service on boards, committees and working groups of local economic development organizations

▪ Establish and maintain professional relationships with strategic

implementation partners

▪ Work with the Town and CEDA to formulate and administer business

incentives and retention strategies

▪ Serve as an ombudsman to represent the Town’s economic development

interests and to facilitate the permitting process for targeted projects.

▪ Maintain an up to date inventory of available office and flex space

BUSINESS DEVELOPMENT RESOURCES

 Queen Anne’s County Office of Economic Development  Centreville Economic Development Authority  Centreville Main Street Program  Chesapeake College Small Business Development Center  County Economic Development Fund Commission  Upper Shore SCORE  Eastern Sore Entrepreneurship Center  Maryland Capital Enterprises  Upper Shore Regional Council CEDS  MD Department of Business & Economic Development

 USDA Rural Fund

DISCUSSION

42 Centreville Economic Development Authority

(CEDA)

Background Created in 2013 by Town Ordinance 09 2013 amending Chapter 20, Article 5 of the Town Charter “To impact the quality of life and economic health of the Town of Centreville as it is directly linked to the viability of the commercial sector with the associated tax base and to act in an advisory capacity to the Town Council” CEDA does not maintain a budget / has no decision making authority on

behalf of town Works in conjunction with Town’s Economic Development Manager to advise the Town Council on economic development matters that impact the health of the community.

CEDA Board – Chapter 20-23 The CEDA is to be structured as follows:

The Board of Directors (Board) will be composed of seven members, and one non-voting ex officio member, to be appointed by the Town Council, with a three-year term to be served on a rotating basis. With the exception of the Board's initial Chair which is to be directly appointed by the Town Council, officers are to be elected by the Board and from the membership of the Board at the Board's first meeting after the start of the Town's fiscal year. The Board will consist

of the following seven representatives and one nonvoting ex officio member:

◦ One Main Street Manager or appropriate Town staff representative shall be the nonvoting ex officio

member;

◦ One representative from the real estate sector;

◦ One representative from the Queen Anne's County Arts Council;

◦ Three resident citizens with experience and interest in economic development;

◦ Two brick and mortar business owners that may not necessarily reside within the Town limits;

Failure of members to attend meetings. Whenever a member of the Board shall fail to attend three or more regular meetings in a given calendar year, the Chairman shall advise the Town Council, which may remove the member and appoint the respective alternate to fill that position on a permanent basis or appoint a new member to fill the vacancy at its discretion.

Town staff shall provide clerical and financial management support to the CEDA, until which time the entity is self-funded or has the capacity to carry such costs independently.

CEDA Meetings CEDA meets formally every month on a regular date and time TBD. These meetings include status updates from the Economic Development Manager, Main Street Manager, and are typically attended by at least one Council Member and a representative of the QA County Economic Development and Tourism Department.

CEDA plans to host working sessions which are more of an informal discussion and brainstorming session and may be virtual (Zoom).

DOW N TOW N CENT R EVILLE

T R A NS FOR MAT I ON ST R AT EGI ES FOR A

ST RONGE R MA I N ST R E E T DI ST R I C T

Report to the Centreville Town Council Centreville Main Street | Main Street America | Lisa M. Thompson, Senior Program Officer The People Behind This Work Centreville Main Street Steering Committee Anthony T. Puglisi With gratitude Christy Puglisi Carol D’Agostino William Chesshire Centreville Main Street Manager Bryon Johnston Carol launched and carried this process: the survey, the focus groups, the strategy visit, and

Jennifer Moore work planning. The strategies presented tonight are built on the foundation of her work and her years of service to downtown Centreville.

Volunteers who gave evenings and workdays to surveys, focus groups, and the strategy workshop.

How We Got Here A community-driven process, facilitated by Main Street America, March 2026 Market + Visitation Community Survey Focus Groups Strategy Workshop Data 463 responses on what Business owners, property Esri demographics and retail Steering committee selected residents value, what's missing, owners, Town and County demand; Placer.ai analysis of two Transformation Strategies and what would bring them partners, and community

453,700 district visits in 2025 to guide the next 3–5 years downtown organizations What the Community Told Us 463 survey responses, early 2026 What people love Top issues “Quaint. Historic. Small. Walkable.

66% Not enough businesses and destinations Charming. Community.” suited to me 62% The courthouse square, the library, and beloved local Too many vacant storefronts and lots businesses anchor daily life.

82% expect to be here in five years. 74% feel 48% Buildings neglected or needing welcome downtown.

rehabilitation Committed, But Underserved The single most important finding in the survey 82% 74% 64% expect to still be part of the agree they feel welcome in would NOT recommend downtown community in five years Downtown Centreville to a friend as a place to visit Residents are not leaving, and they are not unhappy with Centreville. They simply cannot yet point a friend toward enough to see, do, and buy downtown. The people are here and staying; the storefronts

have not caught up with them. That gap is what the Transformation Strategies close.

The Market Is Here Esri demographic and retail demand analysis, 5/15/25-minute drive times median household income within $119,333 48,417 residents within a 25-minute drive 5 minutes; rising to ~$130K by of the courthouse square 2030 projected annual growth in food share of area jobs in services,

+$8.6M 13–16%

spending in the 15-minute trade confirming the thin dining and area by 2030 retail layer Bottom line: an affluent, family-oriented, and growing trade area whose lifestyle segments prize community, familiarity, and destination-worthy experiences.

People Are Already Downtown Placer.ai location data, Main Street district, Jan–Dec 2025 453,700 105,400 79 min district visits in 2025, up 23% vs. 2023 unique visitors, averaging 4.3 visits each average time spent per visit The timing mismatch Visits peak on weekdays around court and county business and fall to their lowest on Saturday and Sunday, exactly when residents say they most want to visit (Friday evenings and Saturdays).

The leakage story More than half of the district’s own visitors also shop routinely at Kent Towne Market, Waterside Village in Easton, and the Queenstown outlets. The spending power is here; much of it is being spent 12–18 miles away.

The Opportunity Centreville does not need to create activity.

It needs to capture, connect, and expand the activity it already has.

Capture Connect Expand Convert daily county-seat traffic and 79- Make it easy to find businesses, parking, side Fill vacant buildings and upper floors with the minute visits into storefront spending streets, and the waterfront businesses residents asked for Strategy 1: Build the Foundation Year One | A strong, coordinated Main Street program A committed, working board with Four Point committees and clear

decision-making A written roles and coordination framework with CEDA, the Town, and the County Why it comes first A funding strategy aligned with priorities, including state Main Street grants Stakeholders told us roles among Main Street, CEDA, the Town, and the County are A public annual work plan with consistent reporting and accountability unclear. Lasting revitalization needs an organization structured to lead it, and

funding balanced across events, operations, and development.

Early visible wins: signage, storefront refreshes, and a downtown map and directory Strategy 2: Capture and Grow Downtown Activity Years Two through Five | Two goals Goal 1: Activate Spaces + Expand Business Goal 2: Improve Visibility, Access + the Opportunities Experience

• Wayfinding and signage to parking, side streets, and

• Fill vacant buildings and upper floors through reuse, key destinations, plus Routes 301/213

redevelopment, and pop-ups • Address one-way circulation and the sense of

• Recruit what residents asked for: casual dining, arts arrival

and culture, boutiques, coffee, family entertainment • Connect the courthouse, waterfront, and

• Connect property owners with tenants, tools, and businesses; safe walking and biking links to

financing neighborhoods

• Encourage second-floor housing and mixed use • Coordinated evening and Saturday hours, backed by

programming How We Will Measure Success Three-to-five-year outcomes adopted with the strategies 3–5 25–40% 2–3 net new businesses opened downtown, reduction in vacant storefronts from a upper-floor or mixed-use projects initiated focused on retail, dining, and experiences 2026 baseline or completed 1 50%+ ↑ increase comprehensive wayfinding system of businesses in coordinated hours, pedestrian activity and sales on side

installed across the district especially evenings and Saturdays streets, tracked annually Progress will be reported to the board, the Council, and the public on a regular schedule.

Next Steps Steering committee, next 90 days Where Town Council partnership matters

• Support signage and wayfinding placement, and joint

• Finalize and adopt the FY26 work plan with leads,

outreach to the State Highway Administration on Routes timelines, and budgets 301 and 213

• Complete the business inventory and the

• Partner on evaluating rehabilitation incentives

vacant/underutilized property index (the vacancy baseline) comparable to neighboring communities

• Deliver first visible wins: temporary wayfinding signage

• A welcoming, predictable path for new business and

and the downtown map and directory property investment

• Formalize roles with CEDA, the Town, and the County, and

• Continued investment in the Main Street program as it

set the reporting rhythm builds its foundation year Thank you | Questions?

Thank you!

Lisa M Thompson MSARP, HREFDP Senior Program Officer National Main Street Center 53 West Jackson Blvd. Suite 350 Chicago, IL 60604 mainstreet.org