Hardware Store Owner Eyes Housing, Permitting Overhaul In Annapolis Mayoral Bid

ANNAPOLIS, MD — Patch invited all candidates for Annapolis mayor and City Council to complete a candidate questionnaire. We are posting their responses verbatim before the primary election on Tuesday, Sept. 16, and the General Election on Tuesday, Nov. 4.

We will share all of our candidate profiles and election news at this link. More election information is posted here.

Name: Jared Littmann

Elected Office Sought: Mayor of Annapolis

Political Party: Democrat

Profession: Co-owner, K&B Ace Hardware (2004-present); Board of Directors for Fortune 500 Company (True Value Company/Cooperative, Member, 2013-2024, Chair, 2018-2023); Trial Board of the Police Accountability Board, Member, Anne Arundel County (2023-present); Resilience Authority of Annapolis and Anne Arundel County, Board Member and Former Treasurer (2022-present)

Age On Election Day: 53

Website: https://www.jaredforannapolis.com/

Facebook: https://www.facebook.com/JaredLittmannAnnapolis

What makes you the most qualified candidate for this position?

What sets me apart is my diverse education, experience, capabilities, and how I lead and work. I treat people, time, and money as precious, and I understand the urgency of the moment. As a former Annapolis Alderman (2013-2017), I was the lead sponsor of some of the most impactful legislation of that time. I’ve shown that I effectively address complex problems and build consensus to get things done.

As a business owner for 20 years, I’ve been battle-tested, having managed my hardware store through the Great Recession and the Pandemic. I’ve managed budgets, led a team, and navigated challenges that required flexibility, planning, and accountability. I’ll bring that same approach to city government - especially now, when we may be heading into a period of threatened federal funding. The next mayor will need to pivot, rethink priorities, and make sure we’re focused on essential services and delivering what matters most: public safety, infrastructure, housing, and responsive government.

Professionally, I’ve worked on complex financial and legal matters, from a $700 million private equity transaction to a $20 million government contract, from the purchase of one business and the co-founding, growth, and sale of another business. I’m ready to navigate the city through significant issues like balancing the budget, the future of City Dock, and one of the largest lawsuits the city has ever faced.

I will lead with professionalism, urgency, and integrity, and I’ll make sure that every dollar and decision reflects what matters most to our residents. I’m ready to do the work.

How will you approach the planned construction of City Dock Park?

The resilience aspect of the City Dock project is my highest priority. We must build as quickly as possible the infrastructure needed to protect downtown businesses and residents from the devastation of flooding, which is happening more frequently than ever before.

A key to this project is securing funding, which is an absolute priority for me. I will work diligently to acquire as much funding from outside city government as possible and complete the project, with the top priority being the system of barriers, pumps, and the raised park to protect the city.

For now, the FEMA grant of $33 million to the city is on track. Building something this complicated and expensive will require regular adjustments and attention to detail. I will bring my expertise as an engineer, lawyer, and business executive to effectively collaborate with all stakeholders and segments of government, including our county and state, philanthropies, and possibly the private sector, to complete this project.

Once this project is complete, the next phase will be to work on the flooding along Compromise Street and in other parts of the city. We also need to address flooding on private property through solutions like a special tax district to implement successful and cost-efficient solutions that are paid for by the private parties that benefit from the investments. Through these challenging projects, I will ensure the city is planning for the future to ensure Annapolis continues to thrive.

How will you address crime in Annapolis?

Public safety is one of the most important responsibilities of local government, and my plan focuses on prevention, accountability, and smart investment.

First, we need to support our police by filling open officer positions and hiring more civilian staff, so officers can focus on public safety and be more present in the community.

Second, we must equip officers with modern tools and technology, from upgraded communications to drones and sufficient K-9 units, so they can respond quickly, safely, and professionally.

Third, we need to prevent violence before it happens. That means strengthening violence prevention programs, investing in neighborhoods through initiatives like the Choice Neighborhoods Initiative, and expanding access to recreation, mentoring, and enrichment programs because giving young people safe alternatives is a proactive crime prevention measure.

Fourth, we must improve our mental health response. Law enforcement can’t and shouldn’t carry that burden alone. I’ll work closely with Anne Arundel County to improve crisis response and coordination between agencies.

Fifth, I’ll support reentry programs for returning citizens to reduce recidivism and help people reintegrate with support and purpose.

Finally, I’ll commission an independent, professional audit of the Annapolis Police Department. We need a clear, honest assessment of what’s working and where we can improve, from staffing and training to response times and community engagement. That kind of transparency builds trust and ensures resources are used effectively.

I’ll lead with urgency, collaboration, and a commitment to making every neighborhood in Annapolis feel safe, connected, and supported.

How will you address affordable housing and public housing in Annapolis?

To reduce housing costs in Annapolis, we need a thoughtful and balanced approach that improves affordability while also addressing transportation, schools, and public services.

First, we need to fix our permitting process. Currently, it is too slow and unpredictable, which drives up construction costs and reduces housing affordability. I want the city to work closely with residents to identify underused properties, such as the former Seafood Market on Forest Drive, that could support new development. These sites could include retail or grocery stores on the ground floor with housing above. In exchange for a faster approval process, developers would be expected to invest in neighborhood priorities, like upgrading the Robinwood Community Center.

Second, we need more options for working families. This includes building duplexes, townhomes, and small apartment buildings in areas near jobs, transit, and existing services. These types of housing are often more affordable because they require less land and lower construction costs, and they help meet demand without expanding into undeveloped areas.

Third, I want to pilot incentive programs for neighborhoods that support modest increases in housing supply. In return, those neighborhoods could receive improvements to streets, parks, or other public spaces. This approach encourages shared benefits and builds public trust.

At the same time, we must also protect current residents from displacement. Vincent Moulden (Annapolis resident and community leader) and I recently interviewed Ms. Elizamae Robinson and Elder Charles James, who spoke about their experience and other Black families who were removed from the Old Fourth Ward in the 1960s and 1970s. They lost a connected, walkable community and were relocated to isolated public housing. Such forced displacement should never happen again.

As mayor, I will preserve affordable housing, support homeownership, and ensure that long-time residents have a voice in the development decisions that affect their communities. We can lower housing costs and grow responsibly by planning carefully and putting community voices at the center of the process.

How do you plan to balance development and historic preservation in the city?

Downtown Annapolis is a historic, vibrant place, and people want to know it will remain diverse, welcoming, and locally rooted. As mayor, I will make sure that happens.

First, I support keeping the 2,000 square foot cap on restaurants in the maritime zone. That limitation is in place for a reason - to preserve the unique scale, charm, and walkability that we love. It ensures no single operator can dominate the area or shift its character. Similarly, I would collaborate with our partners, such as Historic Annapolis and the Historic Preservation Commission, to ensure that our famous history is preserved and protected.

Second, we can promote healthy investment by lowering the cost of entry for aspiring businesses. In other words, by speeding up and improving the permitting process, fostering an economic gardening approach (supporting local entrepreneurs rather than national chain businesses), and listening to the needs of business owners, we can have a thriving economy that our residents enjoy.

Ultimately, we can have both economic development and a historic city. As mayor, I’ll ensure we have the right policies, transparency, and protections in place to preserve the unique spirit of Annapolis, while still encouraging investment that reflects and respects our community.

How should Annapolis respond to the ongoing cuts to federal jobs and grants to local governments?

If federal cutbacks lead to job losses in Annapolis, or if cuts to federal grants threaten our budget, the city must act swiftly - not by spending money it doesn’t have, but by stepping up as a connector, communicator, and problem-solver.

We can’t prevent federal layoffs, but we can soften the blow by coordinating with County, State, and nonprofit partners to increase awareness about existing emergency services to emergency services such as food assistance, housing help, and mental health support. We should also bring together private employers, the high school, trade schools, and Anne Arundel Community College to better align the training students receive with the skills that employers actually need. I will also support job growth indirectly by helping local businesses succeed with initiatives to streamline permits, reduce obsolete tasks, and promote local hiring.

If the federal government cuts back on grants, Annapolis will need a mayor who can navigate through budget constraints. I’ve managed budgets in the private sector for over 20 years as a small business owner here in Annapolis. I’ve had to make tough decisions such as deciding when and where to invest, where to reduce expenses, and how to stretch limited resources without compromising service or quality. I’ve also done this work in government. As an Annapolis Alderman, I reviewed budgets line by line, made difficult but necessary cuts to fund key priorities, such as infrastructure, public safety, and equity initiatives. I understand the value of a dollar, the stress of rising costs, and the importance of planning ahead. The private and non-profit sectors already provide important services to the community, and we can explore whether more services should be shared with the county or done with greater cooperation or collaboration.

As mayor, I won’t promise what the city can’t afford, but I will lead with a focus on connecting people to real opportunity.

What else should voters know about you and your platform?

Annapolis residents are ready for a returned focus on residents and having a government culture that is responsive, efficient, and is trying to get to YES. As your mayor, I plan to have town hall meetings in every ward, twice a year. We will have open office hours where every resident can be heard. We will improve our communication so that residents get timely and substantive answers to their questions, requests for help, and permits.

We can’t keep doing things the same way and expecting different results. We can have better city services, more housing - particularly workforce and middle-sized housing, and improve our public safety, while being fiscally responsible. Your next mayor will have the responsibility of navigating through our biggest engineering project in its history, through one of the biggest lawsuits (a class action suit) facing the city, while also being the chief executive officer of a large (600-700) person staff. I have the experience the city needs right now. Please learn more about me and the campaign by visiting our website: https://www.jaredforannapolis.com/.