ROC Edition Jan 01, 2026

www.ROCedition.com

R C Edition OCEAN PINES • WEST OCEAN CITY • BERLIN MD

January 1, 2026

Volume 3, Issue 21

THE PEOPLE’S PAPER

Ocean Pines budget review process underway, assessments rise in fiscal year 2026-2027

By Sherrie Clifford ROC Edition Publisher The Ocean Pines Association has entered the formal budget review process for fiscal year 2026–2027, with committee and board discussions now focused on refining the proposed spending plan ahead of final approval in February.

The Ocean Pines Association’s Budget & Finance Committee met on Dec. 18, followed by the association’s Ocean Pines Board of Directors on Dec. 19, to review the proposed

budget for the upcoming fiscal year.

The budget is now moving through its question-and-answer phase, where assumptions, line items and assessment impacts are examined in greater detail before adoption.

Final approval of the 2026-2027 budget is scheduled for the regular board meeting on Feb. 28.

One of the most significant factors influencing the proposed budget is the increase in water and wastewater costs from Worcester County. Those increases are flowing directly into association expenses,

contributing to higher assessments paid by Ocean Pines property owners beginning May 1, 2026.

According to the assessment summaries presented during the review, the proposed non-water lot assessment for FY26-27 is $915, up from $875 in the prior fiscal year. Waterfront lot assessments are proposed to rise to $1,580, an increase of $65. The bulkhead differential and reserve-related components also reflect year-overyear increases tied to infrastructure See BUDGET REVIEW page 2

Zoning hearing set for proposed 150-foot cell tower near Ocean Pines Golf Course County issues notice to nearby property owners on proposed cell tower hearing

By Sherrie Clifford ROC Edition Publisher

ROC Edition • Courtesy of Worcester County

A zoning hearing on a proposed 150-foot cell tower near the Ocean Pines Golf Course is scheduled for Jan. 8, 2026, at the Worcester County Government Center in Snow Hill. The above schematic shows the location of the proposed tower.

Worcester County has scheduled a zoning hearing on a proposal to construct a 150-foot tall camouflaged cell tower on property owned by the Ocean Pines Association, according to notices issued by the county’s Department of Development Review and Permitting.

The application, submitted by Milestone Towers, seeks a special exception under county zoning regulations to allow construction

of a telecommunications monopole within the R-2 Suburban Residential District. The proposed site is located at 98 Clubhouse Drive, west of the Ocean Pines golf course maintenance building.

According to the notice, the case has been scheduled for a public hearing before the Worcester County Board of Zoning Appeals on Thursday, Jan. 8, 2026, at 6:40 p.m. at the Worcester County Government Center in Snow Hill.

The county’s filing states that See CELL TOWER page 2

2 | ROC Edition

BUDGET REVIEW

Continued from page 1 and capital planning needs.

The assessment structure includes funding for general operations, amenity operations and reserves.

While amenity operations continue to offset some costs through revenues, general operations and reserve contributions account for much of the assessment increase. Reserve funding is a key component of the budget, supporting long-term infrastructure needs such as roads, bulkheads and other capital assets.

The detailed budget breakdown reviewed by the committee and board shows increases in several operational categories, including administration and public works, while some areas remain flat or show modest decreases. Reserve funding for replacement and new capital is proposed to increase as part of the association’s long-range planning strategy.

The December meetings marked the beginning of a multi-step review process rather than its conclusion. Budget & Finance Committee members and directors are expected to continue raising questions, requesting clarifications and

NEWS

evaluating alternatives before the final vote.

Association members will see the effects of the proposed budget most directly through their annual assessments. While some increases are driven by internal planning decisions, others, such as water and wastewater costs, are external factors beyond the association’s control.

As the review process continues, attention will remain on balancing rising costs with responsible reserve funding and service levels. The final budget, once approved in February, will set the financial framework for FY26-27 and determine how the association manages both day-to-day operations and longterm obligations.

Additional budget discussions and refinements are expected in the weeks ahead as the association moves closer to final approval.

Editor’s Note: This article is part of ongoing financial coverage in the ROC Ledger. Additional reporting and analysis related to the 20262027 budget review, assessments and reserve planning will continue in upcoming editions.

CELL TOWER

Continued from page 1 testimony must be presented at the hearing for the board to consider the application. If no testimony is offered, the board may elect to deny the request. If denied, the board is prohibited from accepting a substantially similar application for the same site for a period of 12 months from the date of its decision.

A separate notice titled “Notice to Affected Property Owners” confirms that adjacent and nearby property owners have been formally notified of the hearing, as required by county ordinance. Worcester County Tax Records indicate recipients own property adjoining, contiguous to or opposite the subject parcel. The proposed monopole telecommunications tower on Ocean Pines Association property required notification of approximately 290 adjoining properties. While attendance at the hearing is not required, affected property owners may attend and provide testimony if they choose.

The notice further explains that written notification is required when an application is received for consideration of a public hearing, including

January 1, 2026

notice to the applicant, affected municipalities within one mile and owners of nearby properties.

The proposed cell tower site was previously introduced to the Ocean Pines community earlier this year, when representatives from Milestone Towers presented an overview of the project during a public association meeting. At that time, the presentation cited the need for improved wireless coverage within Ocean Pines and identified association-owned property near the golf course maintenance area as a potential location.

The proposal generated discussion among board members and residents regarding the tower’s height, location, visual impact and the approval process required under county zoning regulations. No zoning approval was granted during that meeting and the project subsequently moved into the county’s formal review process, culminating in the scheduled Board of Zoning Appeals hearing.

January 1, 2026

NEWS

ROC Edition | 3

Ocean Pines names Matt Ruggiere as director of golf

By Sherrie Clifford ROC Edition Publisher The Ocean Pines Association has announced the appointment of Matt Ruggiere as director of golf for the Ocean Pines Golf Club, effective Monday, December 8.

Ruggiere is a native of Ocean Pines and brings a combination of professional golf experience and long-standing personal connections to the community. He grew up in Ocean Pines, where he participated in local summer camps and youth golf programs, developing early familiarity with the association’s recreational amenities and golf culture. He graduated from Stephen Decatur High School in 2014.

After high school, Ruggiere relocated to Florida to pursue a career in professional golf. He served as an assistant golf professional at LPGA International, where his responsibilities included player instruction, tournament preparation and daily golf operations. Working in a highvolume golf environment provided exposure to the instructional and operational demands of a large golf facility.

During that period, Ruggiere also competed on several professional tours, including the Florida Professional Tour and the West Coast Professional Tour. His competitive experience contributed to a deeper understanding of course strategy, performance development and the technical aspects of the game, elements that later informed his instructional approach.

In 2021, Ruggiere moved to Colorado, where he continued to expand his professional background as an assistant golf professional at Indian Peaks Golf Course. In that role, he worked with golfers of varying skill levels and was involved in lesson programming, junior instruction and the coordination of daily course activities. His responsibilities included managing instructional schedules, supporting league play and assisting with overall course operations.

Ruggiere returned to the Eastern Shore in 2023 after discussions with Ocean Pines General Manager John Viola regarding the development of a local golf academy. Those discussions led to the creation of Ocean Pines Golf Club’s Ruggiere Golf Academy, an instructional program designed to serve both residents and guests.

Since its launch, the academy has shown steady growth and has attracted golfers across a wide

ROC Edition • Submitted

Director of Golf Matt Ruggiere

range of ages and experience levels.

Programs include youth instruction, adult lessons and organized group clinics. The instructional approach emphasizes fundamentals, course management and progressive skill development, allowing participants to build confidence and consistency over time.

The academy has been particularly successful among junior golfers and youth development programs, reflecting increased interest in structured instruction within the community. Adult participation has also grown, including strong involvement from members of the Ocean Pines Ladies’ Golf League.

Lessons are structured to address individual needs while fostering confidence and long-term skill development, contributing to repeat participation and continued engagement among golfers.

As director of golf, Ruggiere oversees golf instruction, supports

player development initiatives and manages the day-to-day operations of the Ocean Pines Golf Club. The role includes responsibility for instructional programming, coordination of golf activities and maintaining consistent course operations throughout the year.

Ruggiere lives in Ocean Pines with his wife and son. His appointment reflects a professional progression that brings both experience and familiarity with the community into a leadership role at one of the association’s primary recreational amenities.

The Ocean Pines Golf Club serves residents, members and guests and is a significant component of the association’s recreational offerings. Golf instruction and programming remain central to the club’s long-term operations.

Additional information about the Ocean Pines Golf Club is available at oceanpinesgolf.org

ROC Edition • Sherrie Clifford, Publisher

OPA appoints Matt Ruggiere, a native of Ocean Pines and the founder of Ruggiere Golf Academy, as director of golf for the Ocean Pines Golf Club.

4 | ROC Edition

January 1, 2026

NEWS

Ocean Pines roads remain privately owned despite public access

By Sherrie Clifford ROC Edition Publisher The roads throughout Ocean Pines are a defining part of daily life in the community, carrying residents, visitors, emergency services and commercial traffic year-round. While they function much like public roads, their history, ownership and funding structure set them apart from most roadways in Worcester County and remain a frequent source of confusion for residents and visitors alike.

When Ocean Pines was developed in the late 1960s and early 1970s, it was designed as a private, planned residential community rather than a municipality. As part of that development, the original road network was constructed by the developer and retained as private infrastructure instead of being dedicated to county or state ownership. From the outset, the roads were intended to serve residents, property owners and their guests within a homeowners association structure.

Ownership of the roads rests with the Ocean Pines Association.

That fact is critical, as ownership determines responsibility not only for routine upkeep but also for longterm planning, capital improvements and liability.

Although privately owned, Ocean Pines roads are open to public use. An agreement with Worcester County allows unrestricted access, meaning drivers can travel freely throughout the community without gates or checkpoints. In practical terms, this enables Ocean Pines to function as an open, accessible community rather than a gated development, while still retaining private ownership of its infrastructure.

Public access, however, does not transfer maintenance responsibility.

Worcester County does not resurface, repair or reconstruct Ocean Pines roads. All routine maintenance and long-term improvements, including paving, striping, drainage enhancements, signage and eventual reconstruction, are funded by homeowners through association assessments. County property taxes paid by Ocean Pines residents do not support road maintenance within the community.

This structure can lead to misunderstandings, particularly among those who assume that open roads are automatically county-maintained. While Ocean Pines residents contribute to county taxes like all

ROC Edition • Ocean Pines website

Ocean Pines maintains approximately 80 miles of community roads, along with stormwater systems and canals, through the Ocean Pines Association Public Works Department, separate from Worcester County responsibilities.

other property owners in Worcester County, those funds are used for county services and infrastructure outside the privately owned road network in Ocean Pines.

The open-access arrangement does provide important benefits.

Emergency services, delivery vehicles, contractors and visitors can move freely throughout the community without jurisdictional barriers.

Police, fire and medical responders are able to access homes and amenities without delay, an important consideration for public safety. At the same time, open access increases traffic volume and wear and tear on roads that are funded solely by residents.

Because the roads remain private, the association retains authority over certain aspects of traffic management, including parking regulations, signage and other traffic controls, subject to applicable laws and agreements. Liability and risk management related to road conditions also remain with the association rather than the county, further reinforcing the importance of proactive maintenance and planning.

Over the years, Ocean Pines has made significant investments in its road network. Resurfacing projects, drainage improvements and safety upgrades are planned and funded through the association’s capital budgeting and reserve process.

These projects must be balanced alongside other long-term obligations, including buildings, amenities and utilities, all of which compete for limited financial resources.

From time to time, discussions arise about whether Ocean Pines roads should be turned over to Worcester County. Such a change would require the roads to meet county construction and design standards, potentially involving substantial upgrades to existing infrastructure. Formal acceptance by the county would also be required.

To date, Ocean Pines has remained a privately owned and maintained road system with public access, retaining local control while also carrying full financial responsibility.

Understanding the ownership and responsibility structure of Ocean Pines roads is essential when evaluating budgets, assessments and

long-term planning decisions. Roads are among the association’s most expensive and long-lived assets.

Unlike optional amenities, roads are essential to daily life and must be maintained regardless of economic conditions or competing priorities.

Long-term planning for road maintenance is addressed through the association’s reserve funding strategy, outlined in the 2025 reserve study prepared by DMA. That analysis evaluates infrastructure assets and forecasts future capital needs over multiple decades, reinforcing that road maintenance is a recurring obligation that requires sustained planning rather than reactive repairs.

While Ocean Pines roads may look and function like public streets, their care, funding and long-term condition remain the responsibility of the community itself. Recognizing that reality is key to informed discussions about infrastructure priorities, financial planning and the future of the community’s road network.

January 1, 2026

ROC Edition | 5

NEWS

From street to house: Homeowners responsible for keeping ditches clear in Ocean Pines

By Sherrie Clifford ROC Edition Publisher As leaves, pine needles, pine cones and natural debris accumulate throughout Ocean Pines, maintaining clear roadside ditches has become an increasingly important issue for drainage, road protection and the prevention of property damage. Under current community guidelines, the responsibility for keeping roadside ditches clear rests with individual homeowners.

Ocean Pines relies heavily on open roadside ditches and drainage swales to manage stormwater.

Unlike areas with underground storm sewer systems, these open channels are designed to move rainwater away from roadways and nearby properties, directing it safely toward retention areas and waterways. When ditches become clogged, water flow is restricted, increasing the risk of standing water and localized flooding.

Homeowners are responsible for maintaining the ditches adjacent

to their properties, from the street edge toward the house. The association no longer provides vacuum or mechanical debris removal services for roadside ditches.

Improperly maintained ditches can quickly lead to problems. Debris tends to compact after rainfall, forming blockages that prevent water from flowing as designed.

When water backs up, it can spill onto roadways, driveways and lawns. In heavier or prolonged rain events, standing water may reach crawl spaces, garages or low-lying portions of homes, increasing the potential for erosion, foundation issues and moisture-related damage.

The issue is particularly significant in Ocean Pines due to its wooded setting. Pine needles fall year-round and seasonal leaf drop can result in rapid buildup along roadsides. When debris is blown or raked into streets or ditches, it often ends up directly in drainage paths, where it poses the greatest risk.

Homeowners are required to dispose of cleared debris properly.

Leaves and yard waste should be placed in paper bags, which will be collected by the trash service according to the regular pickup schedule. Alternatively, residents may take bagged debris to the Public Works drop-off site during designated hours. Plastic bags are not permitted for yard waste disposal.

Keeping ditches clear benefits both individual properties and the broader community. Proper drainage helps protect roads by preventing prolonged standing water, which can weaken road bases and contribute to cracking, potholes and premature deterioration. Clear drainage channels also reduce the likelihood of mosquito breeding and other nuisance conditions associated with stagnant water.

While the Ocean Pines Association is responsible for overall road and drainage infrastructure, those efforts depend on homeowner cooperation at the property level.

Routine clearing of debris from ditches, driveway culverts and

swales plays a critical role in ensuring the system functions as intended.

With increasingly unpredictable weather patterns and more intense rainfall events, proactive maintenance has become even more important. Small, routine efforts by homeowners can prevent larger problems, reduce repair costs and help avoid damage to homes and shared infrastructure.

As Ocean Pines residents prepare for seasonal weather changes, attention to ditch maintenance remains a key responsibility of property ownership. What happens at the street edge can directly affect conditions at the front door, making proper cleanup and disposal an essential part of protecting homes, roads and the community as a whole.

6 | ROC Edition

January 1, 2026

NEWS

Board of Education member Katie Addis resigns during budget input meeting

By Sherrie Clifford ROC Edition Publisher Worcester County Board of Education member Katie Addis, who represents District Six, announced her immediate resignation during Tuesday’s Public Budget Input Meeting, delivering a sweeping and sharply critical statement moments after the public comment period ended with no speakers.

Addis read her prepared remarks near the end of the meeting, telling fellow board members and the public she entered the role hoping to “advocate change for the greater good of Worcester County,” but no longer believes she can achieve that within the current school system.

“I wanted this so badly because I wanted my children to eventually go to school here. After sitting on the board for three years, I’ve come to realize that this won’t be possible,” she said.

Throughout her statement, Addis said many of her policy goals were never supported by the board majority. She criticized what she described as a destructive culture within the school system and questioned decisions she believes failed

to hold employees accountable.

“We have a teacher who implied he wanted students dead and instead of firing him, our superintendent rewarded him with a paid vacation,” she said. Addis added that board members who privately agreed with her often refused to speak publicly, even on issues she viewed as straightforward, including what she called unnecessary extravagance such as administrative vehicles.

Addis also accused top administration of misrepresenting school funding during annual budget cycles. She said the public is repeatedly led to believe the school system is not fully funded despite the county meeting or exceeding maintenance of effort requirements.

“Indoctrination campaigns take place to make the public believe the board of education is not fully funded. This is grossly false and dangerously inaccurate,” she said.

She criticized the Worcester County Teachers Association, saying she believes the group pressures educators to join and to view the association as their only source of support.

“Teachers deserve to know they do have options,” she said. She also

stated that local journalism often presents information in ways that “sway the public away from the truth,” urging voters to scrutinize reporting ahead of next year’s election and calling Worcester County journalism “very much a part of the good old boy network.”

Addis encouraged residents to take a more active role in local issues, calling for more face-toface dialogue and fewer online confrontations. She pushed for more modest school construction projects, saying taxpayer dollars should focus on classroom needs rather than what she described as “Taj Mahal schools” that increase costs without improving outcomes.

Addis described her time on the board as her “mission field,” saying she often felt unwelcome but remained committed to her faith and to serving the community. She thanked teachers, staff, parents and students who sought her help over the past three years and said she hoped her work “changes your outlook on public servants.” She said she remains confident in the community’s resilience and encouraged residents to continue showing up for one another with respect and civility.

ROC Edition • WCPS

Worcester County Board of Education member Katie Addis resigns during budget meeting.

She ended her statement by announcing she would step down from her place on the board.

“Effective immediately, I will be resigning my position as District Six school board representative and stepping down,” she said.

After Addis finished her remarks, fellow Board Member Dr. Jon Andes responded, saying he was “surprised and shocked” and “speechless” at her announcement. He thanked Addis for her service before moving the meeting back to scheduled budget discussions.

R C Edition R C Edition ADVERTISE ON ROC’S MULTIMEDIA PLATFORMS MONTHLY www.ROCedition.com

January 1, 2026

ROC Edition | 7

NEWS

Jackie Cutlip appointed to fill District Six seat on Worcester County Board of Education

By Sherrie Clifford ROC Edition Publisher The Worcester County Commissioners have appointed Jackie Cutlip to the Worcester County Board of Education to fill the District Six seat left vacant by the resignation of Katie Addis. The appointment was made Dec. 17 and fills the remainder of the four-year term through November 2026.

District Six represents the northern portion of Worcester County. Under county procedures, vacancies on the board of education that occur between elections are filled with an appointee chosen by the commissioners, ensuring continuity in governance until voters select a successor at the next regular election.

Cutlip brings more than a decade of direct involvement with Worcester County Public Schools (WCPS), both as a parent and a volunteer. She is the mother of three WCPS students,

Cutlip brings more than a decade of direct involvement with Worcester County Public Schools (WCPS), both as a parent and a volunteer. two currently enrolled and one recent graduate, and has been active in school-related roles for more than 13 years.

Her service within WCPS includes time as Parent-Teacher Association president and as a member of the School Improvement Advisory Committee at both Showell Elementary School and Berlin Intermediate School. She has also served on the countywide School Safety Committee and participated twice on superintendent selection committees, providing her with experience in both school-level and systemwide decision-making. In addition,

Accepting New Patients

Cutlip currently volunteers as a field hockey coach with Worcester County Recreation & Parks.

In public remarks following her appointment, Cutlip said she stepped forward to help ensure that work supporting Worcester County schools continues without disruption. She emphasized the importance of student safety, transparency and strong school communities, noting that her long-standing involvement as a parent and volunteer shaped her decision to seek the position.

Cutlip and her husband have owned and operated Bayside Boat Rentals in Ocean City since 1999.

Her business background adds a private-sector perspective to the board of education, which oversees a school system serving thousands of students across Worcester County and manages a multimillion-dollar annual operating budget.

The commissioners’ decision followed a review process that included multiple applicants expressing interest in filling the vacancy. After consideration, the commissioners voted unanimously to appoint Cutlip to the District Six seat, citing her extensive involvement with WCPS and familiarity with the school system’s operations and challenges.

The appointment comes at a time when the board of education continues to address issues including school safety, staffing, budget priorities and academic performance.

With a mix of elected and appointed members, the board is responsible for setting policy, approving budgets and providing oversight for Worcester County Public Schools.

Cutlip’s term will run through November 2026, when the District Six seat will again be on the ballot.

Until then, she will participate fully in board deliberations, votes and committee work alongside the board’s six other members.

The Worcester County Board of Education is composed of seven members who serve staggered

ROC Edition • Worcester County website

Jackie Cutlip, a dedicated parent, longtime volunteer and local business owner, has been unanimously appointed by the Worcester County Commissioners to fill the District Six seat on the Worcester County Board of Education, following the resignation of Katie Addis.

four-year terms, each elected from one of the county’s seven election districts. Regular board meetings are held on the third Tuesday of each month at the board of education offices in Newark and are open to the public.

Cutlip’s appointment follows the resignation of Katie Addis, whose departure earlier this year created the District Six vacancy. Addis had served on the board during a period marked by budget discussions and ongoing policy debates, prompting the need for a timely appointment to maintain full representation for the district.

With Cutlip’s appointment, the board returns to its full complement of seven members. Her combination of parent involvement, volunteer service and business experience positions her to contribute to ongoing discussions affecting students, families and staff throughout the county.

Additional information about the Worcester County Board of Education, including meeting schedules and agendas, is available through the Worcester County Public Schools website at www.worcesterk12.org

8 | ROC Edition

NEWS

January 1, 2026

Maryland’s coastal bays earn their highest grade in most recent report card

By ROC Edition Staff The health of Maryland’s coastal bays reached a new milestone this year, earning the highest grade ever recorded since formal tracking began.

During a Dec. 11 unveiling in Ocean City, the Maryland Coastal Bays Program released its 2024 annual report card, showing the bays received an overall grade of B. The announcement marked a significant improvement over previous years and reflected continued progress in water quality and ecosystem health across the region.

The Maryland Coastal Bays Program is one of 28 National Estuary Programs funded by the Environmental Protection Agency.

Its work focuses on restoring and protecting estuaries of national significance through collaboration with scientists, local governments, community organizations and volunteers. The coastal bays span roughly 175 square miles of Maryland’s coastal plain and provide critical habitat for rare and threatened species, wetlands for migratory birds and waters that support commercial and recreational fisheries. They also play a central role in the region’s economy and quality of life, offering boating, fishing and outdoor recreation for residents and visitors.

Supporting that mission is the Maryland Coastal Bays Foundation, a private nonprofit that helps implement the Comprehensive Conservation and Management Plan, advances scientific research, engages the community and secures funding to support long-term restoration efforts.

The 2024 grade builds on momentum from 2023, when the bays earned a B- rating. That earlier grade was driven largely by gains in hard clam populations and seagrass indicators. While seagrass scores remain an area of concern overall, notable improvements were recorded in Chincoteague Bay, Newport Bay and Sinepuxent Bay. Nearly all monitored regions showed either higher scores this year or remained at their already good grade, including the St. Martins River, Newport Bay, Sinepuxent Bay and Chincoteague Bay. Slight decreases were seen in Assawoman Bay as well as Isle of Wight Bay, decreases largely due to a decline in hard clam, total nitrogen and dissolved oxygen scores.

According to the report card, continued progress in 2024 was fueled by improvements in total

ROC Edition • Sherrie Clifford, Publisher

Maryland’s coastal bays earn their highest grade of B on the 2024 report card, reflecting continued improvements in water quality and ecosystem health.

phosphorus and dissolved oxygen levels, both key measures of water quality. The St. Martins River also showed gains in nitrogen levels.

The report card evaluates water quality using multiple indicators, including nitrogen, phosphorus, dissolved oxygen and chlorophyll a, along with biological measures such as seagrass and hard clams.

Hard clams, which act as natural filter feeders, are considered a strong indicator of overall ecosystem health.

In 2023, total nitrogen and chlorophyll a levels were rated “very good,” signaling broad improvements that have continued into 2024.

Beyond the numbers, the past year reflected strong community involvement and on-the-ground progress. Despite challenges that included a government shutdown, the program secured approximately $3 million in grants and $30,000 in private donations in 2025. Those funds supported scholarships, minigrants and research initiatives, while volunteers contributed more than 1,650 hours of service.

Program highlights included 132

education and research events, the successful fledging of 400 common tern chicks and eight royal tern chicks and the rescue of 5,409 horseshoe crabs. Volunteers also advanced oyster gardening projects and helped restore 60 acres of marshland.

Scientific monitoring continued with the collection of hundreds of water quality and phytoplankton samples, strengthening long-term data on bay health.

After two years of planning and collaboration, the program also opened a new coastal bays exhibit at the south end of the Ocean City Boardwalk in partnership with the Ocean City Life-Saving Station,

providing an educational resource for residents and visitors. Additional community efforts included cleanups, invasive plant removal, Marine Plunder in Ocean Pines and Bay Day at White Horse Park.

Looking ahead, the Maryland Coastal Bays Program has released its 2025–2035 Comprehensive Conservation and Management Plan, outlining priorities and strategies for the next decade of restoration and stewardship.

More information on the 2024 annual report card, volunteer opportunities and upcoming events is available at mdcoastalbays.org

January 1, 2026

NEWS

ROC Edition | 9

Berlin chief of police steps down from his position after 34 years of service

By Giovanni Guido Contributing Writer In a video posted on Facebook earlier in December, Berlin Chief of Police Arnold Downing sat in the driver seat of his patrol vehicle, announcing over the police radio his 10-42, a code that signifies the ending of an officer’s shift. This time, however, it signified Downing’s last time on duty as the chief of police for the Town of Berlin.

“It is with great honor and pride that I announce this is my last and final call,” the now former chief spoke into the radio. “I thank God for allowing me to walk into the Town of Berlin, looking for a job and walking out with a wonderful career.”

Downing served as a police officer in the Berlin Police Department for 34 years, having started in 1991. He would go on to become the acting chief of police nearly nine years later and, on Dec. 1, 2002, the official chief of police, according to the town’s press release from late November, announcing his retirement. With his appointment, Downing made history by becoming the first African American chief of police in the town.

Throughout his more than two decades as chief, Downing has helped with a number of initiatives that built the police department

into what it is today and improved the work life of many officers at the department while making the town a more safe and secure community.

Regarding his efforts in expanding the department, some initiatives include the instatement of “a traffic reconstruction unit, five K9 units, a drone unit, a Defensive Tactics Instruction Team, a Firearms Training Unit, expanded peer support and wellness initiatives and (the implementation of) a speed camera program,” according to the press release. And nothing exemplifies more of Downing’s help in building up the police department than his aid in the creation of the current Berlin Police Department on Decatur Street. The current facility was first opened in 2018 and was four times the size of the original, allowing plenty of space for the current officers and potential future hires.

For his fellow department officers, Downing has been a proponent for additional benefits, such as “enrollment in the Law Enforcement Officer Pension System (LEOPS), the Take-Home Car Program, specialized pay for technical and investigative roles and additional pay incentives such as shift differential, inclement weather pay, special holiday pay and compensation for fluency in Spanish,” so stated in the press release.

But Downing believes his fellow department officers helped him in return by making him be a better chief. He took the time to make his gratitude known during his last 10-42.

“I’d like to thank the men and women of the Berlin Police Department, past and present, for making me look good, for lifting me up, for doing the dedicated, hard work, the sacrificing to make sure that this community had everything it needed (and) more,” he said.

In addition to his work as the chief of police, Downing played a part in multiple projects outside of the department and town that help children and families who have gone through abuse. He helped found the Worcester County Child Advocacy Center, formerly the C.R.I.C.K.E.T. Center, acting as both its vice president and president; served on the board of the Lower Shore Court Appointed Special Advocates; and was both the president and treasurer of the Worcester Youth and Family Counseling Services.

Having served and lived in the community of the Town of Berlin for more than three decades, Downing expressed his appreciation for the citizens, thanking them for being “the best community that a person could work with.”

After finalizing his remarks over the police radio, Downing gave his

ROC Edition • Town of Berlin, Maryland

Berlin Chief of Police Arnold Downing announces his last 10-42, signifying his retirement from the Berlin Police Department.

final message back to the police headquarters.

“Understand that this is not an end; this is just a part of the service.

I will continue to be a part of this community as long as it allows me.

Headquarters? … This is my 10-42.”

A voice from the police headquarters came over the radio in response.

“Congratulations on your retirement. You’ll forever remain a part of this family. You’re clear and secure for the last time.”

10 | ROC Edition

January 1, 2026

NEWS

Berlin Mayor and Council discuss concerns over recent permit enforcement

By Giovanni Guido Contributing Writer As of recently, officials of the Town of Berlin began enforcing the town code more strictly, which has led to people receiving warnings about needing a permit for work they previously thought did not need one. A local builder went through this exact situation and brought his concerns to one of the town council members, Jay Knerr, who then brought it before the council.

The mayor and council discussed the local builder’s concerns and the broader issue of code enforcement at their last meeting.

According to Knerr, the builder was doing his usual day’s work until he received a stop-work order and a fine for doing a certain task for his job, a task that he has done in the past without receiving any such intervention.

“All of a sudden, there are things that are permitted and yet these builders were never notified of any kind of policy change. So, that was the concern. Not that he had to get a permit but (that) they were never notified that they needed one,” Knerr said.

The reason for this change is likely due to the hiring of a code enforcement officer, which occurred earlier this year. With the new official on board, the enforcement of the town code could have become more strict than it was previously. Mayor Zack Tyndall believed this to be the reason, since no changes have been made to permit requirement policies in the code.

“I think it’s just the lack of enforcement, and now that we have that enforcement mechanism in place, I think people are becoming more aware of what is truly in the code and what isn’t,” Tyndall said at the Dec. 8 meeting.

Knerr understood this point and reiterated that the issue was not that the code was being enforced but rather that the builder received no warning in advance, something he thinks “the town could easily provide.”

To this claim, Town Administrator Mary Bohlen pushed back, stating that when people are obtaining a business license in Berlin, the town staff can’t predict what work they will do in the future. This makes it difficult to then notify those new license holders that they might

“All of a sudden, there are things that are permitted

and yet these builders were never notified of any kind of policy change. So, that was the concern. Not that he had to get a permit but (that) they were never notified that they needed one.”

-Councilman Jay Knerr

ROC Edition • Town of Berlin, Maryland

Berlin Mayor Zack Tyndall

need a permit for that work.

“It’s virtually impossible to be preemptive about that kind of thing,” she said.

Knerr stated how he thought it unfair for the builder to then be fined for this offense, since he was not aware of its unlawful nature.

Bohlen retorted that an “ignorance of the law” was not a sound excuse for not having a mandatory permit.

Tyndall then chimed in to point out that the builder could request the fine be waived if there is a plausible reason.

At that time, the discussion shifted to the broader subject of town code revisions. In the new year, Bohlen has plans to go through the town code thoroughly, with the intent of trying to find areas that need improvement. Tyndall felt this could be in line with the situation Knerr was concerned about, since the councilman thought the fine was unfair and questioned whether the builder should need a permit for the work he got fined for.

“We can take a look at some of those things. I mean, we’re certainly looking at the code for other mechanisms as well because it is ambiguous on some things,” Tyndall told Knerr. “... We’re here to make it easier. We understand that sometimes it is difficult to understand things. You shouldn’t have to be an attorney to do it. So, if we can make it easy and digestible for the citizens, that’s our goal.”

Tyndall also reminded the councilman that having code enforcement in place was what the council wanted, which led to the hiring of the code enforcement officer. With code enforcement now starting to be implemented more to the letter, Bohlen believes the town is in an

ROC Edition • Town of Berlin YouTube

Berlin mayor and council address public concerns regarding Berlin’s recently strict enforcement of town code.

“adjustment period” but that eventually “things will smooth out.”

Councilman Steve Green cut into the conversation to expound his view on the situation. He sympathized with the fined builder, wondering if the treatment of him was too strict.

“The code’s black and white, but we’re in a world of grey. Are we being too tough? Are we being too strict? Should we be showing some grace?” Green said, though he admitted he was not “familiar with this situation.”

The town has gone back and forth on code enforcement, like a pendulum. According to Tyndall, the town once had loose code enforcement, then it changed to more stricter enforcement, then loose, then strict and largely due to feedback from the town residents.

He stated that if the council intends to have stricter enforcement as they wanted, they need to stand firm on that decision.

“People didn’t like the fact that the code was being enforced, so then

code enforcement was phased out …

So, to ask for code enforcement, you then have to stand behind the code enforcement,” the mayor said.

Bohlen gave a reminder to Knerr and the rest of the council that they decide what is in the code, thereby determining what will be enforced.

If the council disagreed with certain parts of the code then a discussion should be had on whether to change it or not, she said.

“The code enforcement official is enforcing the code that you all tell them to enforce … If you don’t agree with something that a previous council thought was important, then … it’s not difficult to change the code, but it does need to be a thoughtful process.”

January 1, 2026

ROC Edition | 11

NEWS

Berlin mayor honors retiring chief of police, council assigns surplus property and awards contracts

By Giovanni Guido Contributing Writer MAYOR HONORS RETIRING CHIEF OF POLICE With Chief of Police Arnold Downing retiring, Mayor Zack Tyndall decided to honor him at the last council meeting the chief will attend and also announced that Lt. Robert Fisher will be acting as his temporary replacement.

“On behalf of all of us, I do want to say thank you … Decades of service to the Town of Berlin and to the citizens, capstoning a fundamental career as the chief of police—we couldn’t ask for a better person to serve in that capacity …

I wish you the best in your retirement,” the mayor said to the chief.

After Tyndall’s laudatory remarks, Downing took the time to express his own gratitude to all the people who have helped him throughout his 34 years of service in the Town of Berlin.

“I thank everyone … You can’t make it this long without God being

in your life … and the support of so many council members, so many mayors and administrative directors.

Again, 34 years is a long time and during that whole time, I have felt the support of a wonderful town, and I couldn’t ask for anything more,” he said.

With the chief retiring, Tyndall announced to the public during the Dec. 8 meeting that Downing’s temporary successor will be Fisher, a lieutenant at the Berlin Police Department who has served the town for three decades.

“So, we’re still in good hands, even though the chief is going to be retiring,” Tyndall said.

Additionally, the Town of Berlin opened on Dec. 26 the police chief application process, thus beginning its search for Downing’s permanent successor.

ENGINEERING SERVICE CONTRACTS RENEWAL Two engineering service contracts were up for bid at the last Berlin Town Council meeting. The council

“On behalf of all of us, I do want to say thank you …

Decades of service to the Town of Berlin and to the citizens, capstoning a fundamental career as the chief of police—we couldn’t ask for a better person to serve in that capacity … I wish you the best in your retirement.”

-Mayor Zack Tyndall

approved the staff’s recommendation, that being to continue with the incumbent firms of EA Engineering and Davis Bowen & Friedel.

Town Administrator Mary Bohlen explained the staff’s decision to the council, stating the town has been pleased with each of the firms’ services.

“At the end of the day, it was decided that the wisest course for continuity, for consistency, was to continue with the incumbents,” she said.

Each contract has an initial term of five years and is set to expire on Dec. 31, 2030. EA Engineering has held a similar contract with the town in the past for on-call services relating to stormwater engineering.

The same can be said for DBF, who handles the town’s general on-call engineering services. The awarding of these contracts act as a renewal of the firms’ contracts. Mayor Zack Tyndall explained the reasoning for this format in place of just renewing the contracts at the Dec. 8 meeting.

“The mayor and council have always asked that certain contracts go back out for bid periodically. I think it’s part of our due diligence with taxpayer funds,” he said.

Adding on to that, the mayor stated how the staff’s recommendation to continue with the incumbents “speaks highly to the work both firms are doing.” Councilmen Jack Orris and Jay Knerr also commented on the quality of the two firms’ work, stating the staff made a good decision.

A motion was made to approve the contract renewal decision, which passed unanimously.

ASSIGNMENT OF SURPLUS PROPERTY The Berlin Town Council approved the declaration of certain property as surplus, meaning that property will be disposed of by way of “sale or other means,” according

to the council meeting packet. Those properties include a patrol vehicle, a Hi-Ranger bucket truck, a jet-vac truck and two gas meters.

Chief of Police Arnold Downing was present during the Dec. 8 meeting to discuss the reasoning for the patrol vehicle being labelled as surplus. He stated that the police department has attained an additional patrol vehicle that is acting as the surplus property’s replacement. The old vehicle, a 2016 Ford Explorer, tallied up a total of 142,000 miles over its lifespan, which led to its replacement.

Similarly, the truck, a 2007 Hi-Ranger TL38P Bucket Truck, has also been replaced, a goal that has taken two and a half years to achieve. According to Electric Utility Director Tim Lawrence, it took that amount of time to get hold of a replacement vehicle and upon purchasing one, the town took some time to test out its capabilities to make sure it was an adequate replacement. With the town satisfied with the new vehicle’s performance, the old truck was labeled as surplus.

The third property labeled as surplus was the jet-vac truck, which has also been replaced simply due to it coming toward the end of its life. This replacement process has been similar to the bucket truck’s, in that the town bought a replacement but waited until they were comfortable with the new vehicle and its performance.

Mirroring the other properties, the two gas meters have reached the end of their lifespan and have been replaced with newer ones, leading to the old ones being declared as surplus to be disposed of.

One councilmember made a motion to approve the surplus property declaration, which passed unanimously.

12 | ROC Edition

ROC LEDGER

ROC Ledger

January 1, 2026

Ocean Pines posts another positive month, $366,249 ahead of budget year-to-date

ROC Tribute

By Sherrie Clifford ROC Edition Publisher

The Ocean Pines Association reported a positive operating result for November, finishing the month $30,779 ahead of budget, according to the association’s Net Operating by Department report.

For November, revenues finished $6,485 above budget, while total expenses came in $24,294 below budget. Overall, the association recorded a net operating loss of $858,303, compared to a budgeted loss of $889,083. The difference between actual results and the budget produced a positive monthly variance of $30,779.

On a year-to-date basis through November, the operating fund shows a net surplus of $3,878,453, compared to a budgeted surplus of $3,512,204. That places the association $366,249 ahead of budget year-to-date.

From the beginning of the fiscal year to now, revenues are $199,436 above budget, while total expenses are $166,813 below budget.

Several departments recorded operating losses in November, which is expected during the off-season.

In many cases, those losses were smaller than budgeted.

General Administration posted a net operating result of $11,696 for November, compared to a budgeted amount of $15,494. Year-to-date, General Administration totals $5,589,649, exceeding its year-todate budget by $76,509.

The Manager’s Office reported a net operating loss of $45,838 for the month, compared to a budgeted loss of $45,087. Year-to-date, the department stands $17,834 better than budget.

Finance recorded a net operating loss of $86,308 in November, which was $11,940 less than budgeted. On a year-to-date basis, Finance remains $106,336 ahead of budget. Public Relations also reported a net loss of $20,199 for the month, finishing $3,573 better than budget, and remains $57,120 ahead of budget year-to-date.

Compliance, Permits and Inspections recorded a net loss of $15,207 for November, compared to a budgeted loss of $25,135. Year-todate, the department stands $21,641 ahead of budget. General Maintenance posted a net loss of $63,867, finishing $8,492 better than budget for the month and $12,004 ahead of budget year-to-date. Public Works reported a net loss of $144,448, slightly better than budget for the month, and remains $23,406 ahead of budget year-to-date.

Fire/EMS reported a net loss of $96,146 for November, exactly matching its budgeted amount. The Police Department recorded a net loss of $223,309, which was $9,222 less than budgeted. Year-to-date, police operations remain $36,227 ahead of budget.

Recreation and Parks reported a net loss of $56,765 for November,

finishing $1,746 better than budget.

Year-to-date, the department remains $44,917 ahead of budget despite operating at a loss overall.

Racquet Sports posted a net loss of $16,126, finishing $2,448 better than budget for the month, though the department remains $59,574 behind budget year-to-date.

Aquatics recorded a net loss of $63,580 for November, which was $12,037 over budget. Year-todate, Aquatics remains $39,266 behind budget.

Several amenities produced positive operating results in November.

Golf Operations and Maintenance posted a net operating loss of $74,674, finishing $1,825 better than budget, and remains $31,234 ahead of budget year-to-date. Beach Parking recorded a net operating gain of $11,916, finishing $889 over budget for the month, though

it remains $17,197 behind budget year-to-date.

Marinas reported a net loss of $7,528 for November, which was $1,512 better than budget, and stands $53,244 over budget year-todate. Food and Beverage posted a net operating gain of $32,081, which was $4,965 below budget for the month, and a year-to-date positive variance of $1,815.

Overall, the November results show that while many departments operate at an expected loss, the association as a whole continues to perform better than budget assumptions. The year-to-date operating position remains positive as Ocean Pines moves into the final months of its fiscal year.

ROC Edition • Submitted

January 1, 2026

ROC LEDGER

ROC Edition | 13

Major projects advance as general manager outlines key initiatives

By Sherrie Clifford ROC Edition Publisher Ocean Pines Association’s (OPA) General Manager John Viola provided a detailed update on major initiatives and active projects during the Dec. 20 regular board meeting, highlighting continued progress on capital planning, infrastructure improvements and community services. The report outlined the status of several high-profile projects, including the South Side Fire Station, golf course irrigation upgrades and facility improvements at multiple association venues, while also addressing budget planning and maintenance activity.

SOUTH STATION FIREHOUSE The South Side Fire Station project remains the association’s largest ongoing initiative and is listed as green status, signifying

that the project is advancing smoothly. Planning for the new fire station has been underway for several years, and Viola reported the project is nearing the contract stage. The association is working with OPA legal counsel on the contract, which will be brought forward to the board in January 2026 for review and approval.

A meeting with the county regarding permitting is scheduled for Jan. 5, 2026. Construction is projected to begin in February 2026, with an estimated timeline of approximately 60 weeks to complete the project. Project representatives, including members of the design and construction team, are expected to participate during the review process.

GOLF COURSE IRRIGATION The golf course irrigation project also remains in green

GOT NEWS? TIP the ROC

Your Trusted Community News Source www.ROCedition.com

R C Edition OCEAN PINES • WEST OCEAN CITY • BERLIN MD

info@oceanpinesroc.com 443-754-7907

status. Phase II began earlier this month, with work currently focused on hole four. Crews are marking new irrigation head locations using pin flags as part of the installation process. The goal is to complete work on the front nine this year.

The total cost of the irrigation project is estimated at $810,500.

TRANSIENT BOAT SLIPS AT CLUBHOUSE DRIVE CANAL The transient boat slip project located along the canal adjacent to the golf course remains on hold and is not included in the general manager’s proposed budget at this time. The estimated project cost is $14,000 and does not include additional expenses for landscaping or walkways required for access to the Clubhouse.

CLUBHOUSE PAVILION The association continues to work with Touch of Italy on the pavilion plan, which includes construction of the pavilion by the association and installation of an outdoor kitchen by Touch of Italy. The project remains on track. Touch of Italy is also planning interior work within the Clubhouse bar area, which will be handled independently by the them.

YACHT CLUB KITCHEN Meetings have taken place with Touch of Italy and Vista Design Inc., and updated plans are expected in early January 2026. Once plans are finalized, the association intends to solicit construction bids. Several contractors have already expressed interest in submitting bids once the project is advertised.

BEACH CLUB Work at the Beach Club had initially been planned for the downstairs area during the winter by Touch of Italy. The general manager reported that the operator has since indicated this work will likely be delayed until next year, along with additional planned improvements upstairs. While the time of construction has been moved, planning and permitting activities are expected to continue in the meantime.

BUDGET REVIEW AND NEXT STEPS The proposed 2026-2027 budget review process was also discussed.

The general manager noted that two days of detailed budget review sessions were completed with the Budget & Finance Committee, followed by additional discussion with the board. Questions raised during those sessions were addressed, and feedback was incorporated into the proposed budget.

A town hall meeting is expected to be scheduled in January, with staff coordinating the date. The general manager clarified that the board is expected to vote on the proposed budget in February 2026, noting that the budget is not a rubber-stamp approval and must meet statutory timing requirements ahead of the new fiscal year.

MAINTENANCE AND PUBLIC WORKS Maintenance and Public Works updates were also provided. Public Works crews are actively removing leaves from medians, parks and association-owned ditches. The general manager noted that feedback from last year regarding drainage concerns led to an expedited approach this year.

Residents were reminded that homeowners are responsible for maintaining ditches adjacent to their properties under the governing documents. Discounted leaf bags are available for purchase through Public Works and loose yard debris will no longer be collected. A press release outlining these policies was issued on Dec. 11.

OVERALL OUTLOOK Overall, the general manager’s report reflects steady progress across major initiatives while maintaining focus on near-term planning and maintenance priorities. As projects advance, budget review continues and seasonal operations remain active, the association moves into the new year with clear direction and defined next steps.

14 | ROC Edition

ROC LEDGER

January 1, 2026

January 1, 2026

ROC Edition | 15

ROC LEDGER

Volunteer Appreciation Dinner’s costs and scope discussed during Ocean Pines budget review

By Sherrie Clifford ROC Edition Publisher The Ocean Pines Association Board of Directors’ Volunteer Appreciation Dinner became a topic of discussion during recent budget review meetings after it was disclosed that the event exceeded its approved budget by a significant margin.

According to information presented during a public budget review meeting, which is available on the association’s YouTube channel, the Volunteer Appreciation Dinner held in June 2025 was budgeted at $10,000 but ultimately cost approximately $30,000. The event included an open bar, an upscale dinner and an expanded guest list.

Historically, the Volunteer Appreciation Dinner was a modest event intended to thank residents who volunteered their time on committees and supported community programs. Past formats typically included a buffet-style meal and limited drink service, with the stated purpose of recognizing unpaid volunteer

service within the community.

During the budget discussion, it was noted that the 2025 event included guests beyond volunteers.

Those invited reportedly included local politicians, individuals in paid, non-volunteer roles and select media representatives. While those individuals serve various roles in the broader community, they are not volunteers and their inclusion prompted questions during the budget review regarding the purpose and scope of the event.

The dinner was a board-sponsored function. Under Ocean Pines governance structure, the board of directors approves budgets, authorizes expenditures and is responsible for association spending decisions.

While the general manager oversees day-to-day operations, budget approvals fall under board authority.

The disclosure occurred as the board and its Budget & Finance Committee reviewed expenditures and proposed budgets for the upcoming 2026-2027 fiscal year.

The discussion also took place in the context of recent changes to committee structure within Ocean Pines. Over the past year, the

www.AESdrafting.com

association reduced the number of advisory committees, leaving three active committees. Committees traditionally serve as a primary avenue for homeowner volunteer participation, oversight along with recommendations to the board.

As part of the 2026-2027 budget planning process, a request has been made to allocate $15,000 for a future Volunteer Appreciation Dinner. The proposed increase comes despite the reduction in volunteer committee participation and follows the disclosure of the 2025 event’s cost exceeding its original budget.

Board members and committee participants discussed the importance of budget adherence,

transparency and fiscal controls during the review process. No formal action regarding the Volunteer Appreciation Dinner budget had been finalized at the time of the discussion.

The Volunteer Appreciation Dinner is one of several discretionary expenditures reviewed annually as part of the association’s budgeting process. Budget discussions are intended to ensure alignment between spending, community priorities and available resources.

Additional budget review meetings are scheduled as part of the association’s ongoing financial planning for the upcoming fiscal year.

16 | ROC Edition

ROC LEDGER

January 1, 2026

Bulkhead capital reserves review: What the 2025 DMA Reserve Study shows and why it matters

By Sherrie Clifford ROC Edition Publisher Bulkheads are among the most critical and expensive pieces of infrastructure maintained by the Ocean Pines Association. They protect waterfront properties, stabilize shorelines, safeguard roadways and preserve the long-term value of the community. When bulkheads fail, the consequences are not theoretical. They are immediate, costly and disruptive.

The 2025 reserve study prepared

by DMA Reserves Inc. provides a long-term capital reserve analysis designed to evaluate major assets that will require repair or replacement over time due to age, wear, failure or obsolescence. In common interest communities such as homeowner associations, reserve studies are used to assist governing boards in meeting their fiduciary responsibility to maintain property in good condition and plan financially for future capital replacements. The study identifies individual assets,

referred to as reserve components, estimates their remaining useful life and projects funding needs through reserve accounts or other financial planning methods.

Essentially, a reserve study answers the question of whether there will be enough money set aside to repair or replace major assets when the time comes, without relying on special assessments, borrowing or deferred maintenance.

To do this, the study projects reserve balances, annual contributions, interest earned and scheduled expenditures over time. For bulkheads, this means accounting for large, irregular expenses that can reach into the millions of dollars depending on scope, location and market conditions. The purpose is not to time contributions perfectly to expenses but to plan for long-term funding needs based on reasonable assumptions.

According to the bulkhead cash flow projections in the 2025 reserve study, reserves are expected to experience repeated cycles of depletion

followed by partial recovery. The most significant concern appears in the early 2040s. In 2042, the projected ending balance for bulkhead reserves drops to approximately $1,700, a level that is effectively zero for an infrastructure category with multi-million-dollar replacement costs.

In practical terms, the DMA cash flow projections show reserve balances declining during years when major bulkhead work is completed, followed by the need to rebuild reserves to support future bulkhead projects.

Equally notable is the absence of a minimum reserve threshold.

The 2025 study sets the bulkhead reserve floor at zero for every year in the projection. This means there is no built-in cushion for cost overruns, emergency failures, storm damage, accelerated deterioration or inflation. Bulkhead projects are especially sensitive to these variables. Planning for reserves to approach zero assumes estimates remain accurate and

0 2 2 6 Happy New Year From all of us at the ROC Edition

projects proceed as expected.

Some may view projected reserve stress occurring 15 to 20 years in the future as a distant concern.

However, reserve planning functions over long timelines. Funding strategies adopted today influence assessment levels, contribution rates and financial flexibility for decades.

Underfunding does not disappear with time. It accumulates.

When reserves fall to critically low levels, the association’s options narrow. Borrowing, special assessments, deferred work or shifting funds from other reserve categories become more likely. Each option ultimately affects homeowners through increased costs, infrastructure risk or reduced financial predictability.

Reserve funding levels also increasingly factor into resale disclosures, buyer due diligence and lending decisions, making long-term planning relevant well before projected shortfalls occur.

The bulkhead funding approach outlined in the 2025 study reflects a pay-as-you-go model, where contributions are calibrated to meet projected expenses but not to maintain a consistent safety margin.

This differs from more conservative strategies that build reserves ahead of need and preserve minimum balances to absorb uncertainty.

Reserve studies may be technical documents, but their impact is personal. They influence whether homeowners experience steady, predictable funding or unexpected financial pressure when major infrastructure projects come due. Transparency about assumptions, risk and long-term strategy allows residents to better understand how today’s planning decisions affect tomorrow’s obligations.

The 2025 reserve study shows that bulkhead reserves are projected to fall to near zero during peak replacement years, with no minimum balance requirement to cushion against uncertainty. While reserves recover later, the pattern of depletion and rebuilding repeats, leaving the association financially exposed at times. This approach does not remove future financial risk. It shifts it forward.

Reserve planning is not about predicting outcomes with precision.

It is about preparing for variability.

The closer reserves are allowed to fall toward zero, the less flexibility exists when conditions change.

January 1, 2026

ROC LEDGER

ROC Edition | 17

CAPITAL RESERVE STUDY & FINANCIAL ANALYSIS Revised Analysis - Bulkheads - Funding Plan

ROC Edition • Ocean Pines Association website

18 | ROC Edition

January 1, 2026

ROC LEDGER

How Ocean Pines plans for road maintenance: Inside the 2025 DMA Cash Flow Summary

By Sherrie Clifford ROC Edition Publisher Planning for road maintenance requires far more than short-term budgeting or year-to-year adjustments. Roads are long-lived assets with predictable life cycles and managing them responsibly requires forecasting when major costs will occur and how those costs will be funded over time. That long-range planning framework is laid out in the 2025 DMA reserve study.

The DMA study is an independent, professionally prepared reserve analysis that evaluates the condition, remaining useful life and estimated replacement cost of major infrastructure assets. Rather than focusing on a single budget year, the study projects financial needs decades into the future, allowing communities to plan for major capital expenses such as roadway resurfacing and reconstruction before deterioration reaches a critical point.

A central component of the DMA analysis is the Cash Flow Summary, which tracks reserve balances, annual transfers, investment income and projected expenditures from 2026 through 2055. The summary illustrates how reserves are expected to function over time, showing when funds are accumulated, when they are intentionally spent on major projects and how they are rebuilt afterward.

According to the projections, reserve balances begin at just over $1.1 million in 2026 and grow steadily through the early 2030s as annual transfers, investment earnings and other income outpace expenditures. By 2034, the projected ending balance exceeds $6.6 million.

This growth phase reflects years with relatively modest spending while reserves are being built in anticipation of future infrastructure needs.

That pattern shifts mid-decade.

Beginning in 2035, the Cash Flow Summary shows a series of large expenditure years. In 2035 alone, projected expenditures exceed $2.7 million. Additional heavy spending continues through the late 2030s and into the early 2040s, with multiple years showing expenditures ranging from approximately $1.4 million to more than $2.3 million annually.

These drawdowns correspond with projected timelines for major

infrastructure work, including road resurfacing and reconstruction. Importantly, reserve balances decline during this period by design.

By 2041, the projected ending balance drops to just over $200,000, reflecting the use of reserves to fund large, planned projects rather than emergency repairs.

The study does not interpret these lower balances as financial distress. Instead, they represent the intended use of reserves for high-cost infrastructure obligations. Following the peak spending years, the projections show reserve balances beginning to recover as expenditures decrease and annual transfers continue. By the mid-2040s, balances stabilize and begin climbing again.

The later years of the projection reinforce this cycle. From 2046 through 2055, reserve balances steadily rebuild, rising from approximately $1.9 million in 2046 to nearly $7.9 million by 2055. This recovery phase reflects reduced spending levels and consistent funding contributions, allowing reserves to be replenished ahead of future maintenance cycles.

Roadway maintenance plays a recurring role throughout this timeline. Asphalt roads do not last indefinitely and delaying resurfacing beyond recommended life cycles increases long-term costs. Cracks allow water intrusion, base layers deteriorate and reconstruction becomes more expensive than preventative maintenance.

The DMA projections illustrate how addressing roads on a scheduled basis helps avoid compounding damage and sudden financial pressure.

Years with the lowest projected balances align with the heaviest infrastructure spending, while years of reserve growth occur when major projects are complete. This pattern demonstrates that reserve funding is not intended to eliminate fluctuations, but to manage them in a predictable and transparent way.

Investment income and annual transfers play a steady supporting role in the model. The study assumes a consistent average investment return and ongoing contributions, helping rebuild reserves after large expenditures. Without that consistency, the model shows how funding gaps could emerge later,

potentially forcing difficult decisions or unplanned increases.

Extending the projections through 2055 underscores a key takeaway: Today’s funding decisions affect road conditions decades from now. Reducing contributions or deferring planned maintenance may ease short-term pressure, but the Cash Flow Summary demonstrates how those choices can shift costs forward and amplify future financial challenges.

The DMA study provides clarity into why reserves exist and how they are meant to function. Reserves are not surplus funds and are not designed to grow indefinitely. They are tools intended to absorb predictable, high-cost projects over time, be drawn down when needed and rebuilt for the next cycle.

For residents, the Cash Flow Summary offers a clearer picture

of how road maintenance is incorporated into long-term financial planning. It explains why reserve balances rise and fall, why lower balances during heavy spending years are expected and how consistent funding supports infrastructure stability over the long term.

Ultimately, the 2025 DMA Cash Flow Study shows that maintaining roads is not a future problem to be solved later, but an ongoing responsibility that requires foresight, disciplined planning and steady investment. The projections through 2055 reinforce that road maintenance is a continuous cycle, shaped by decisions made today and carried forward for decades to come.

January 1, 2026

ROC LEDGER

ROC Edition | 19

CAPITAL RESERVE STUDY & FINANCIAL ANALYSIS Revised Analysis 2 - Roads & Bridges - Financial Analysis

ROC Edition • Ocean Pines Association website

20 | ROC Edition

EDITORIAL

Editorial EDITORIAL

January 1, 2026

A new year, a growing voice and the courage to begin As 2026 begins, it is a natural time to pause, reflect and look ahead. The beginning of a new year invites fresh starts, renewed focus and the quiet question many of us ask ourselves: What’s next?

For ROC Edition, this new year marks more than a turn of the calendar. It represents growth, momentum and the power of believing that it is never too late to try something new, learn something unfamiliar or step into a role you may never have imagined for yourself.

Sherrie Clifford, Publisher ROC Edition began as a simple idea rooted in a basic need. Our community needed a place for factual information, clear reporting and thoughtful discussion. It needed a local voice focused on Ocean Pines, Berlin and the surrounding areas, one that respected readers enough to tell them not just what happened, but why it mattered.

What started as a small digital effort grew into a platform, then into a newspaper and now into a publication reaching thousands of readers in print and online.

That growth did not happen overnight. It came through learning curves, long hours, listening, adjusting and, at times, taking risks without guarantees. It came from saying yes to challenges that felt uncomfortable and unfamiliar. Most importantly, it came from a belief that meaningful work does not require perfect timing. It requires commitment.

The story of ROC Edition is not just about a newspaper. It is about reinvention. It is about recognizing that growth does not stop when one chapter closes. It continues when we are willing to open another. Starting something new does not require permission. It requires courage.

As we enter 2026, ROC Edition is expanding its reach, strengthening its reporting and deepening its connection to the community. Print circulation has grown. Readership has increased. Engagement continues to build. These milestones matter, but what matters more is the purpose behind them. The goal remains the same: to inform, to question, to clarify and to give the community a reliable source of local news and accountability.

Looking ahead, this year will bring new features, broader coverage and continued focus on transparency and governance. It will also bring opportunities for collaboration, learning and conversation. Growth is not just measured in numbers. It is measured in trust, consistency and the willingness to keep improving.

This new year is also an invitation to readers. If you have ever thought about learning something new, starting a project, changing direction or finally pursuing an idea you have carried quietly for years, let this be the year you take that step. There is no expiration date on curiosity or ambition.

There is no rule that says growth belongs only to the young or the fearless.

Growth belongs to those willing to begin.

Taking a chance does not mean having all the answers. It means being open to learning along the way. It means understanding that mistakes are part of progress and that experience, in all its forms, is an asset, not a limitation.

As 2026 unfolds, ROC Edition will continue to grow alongside the community it serves. This paper exists because readers care, ask questions and expect more from local journalism. That shared expectation is what keeps this work meaningful.

Thank you to everyone who has read, shared, supported and believed in what ROC Edition stands for. Your engagement fuels this platform and makes its continued growth possible.

Wishing you a very happy New Year filled with focus, purpose and the confidence to pursue what matters most to you. May this be a year of progress, learning and the courage to begin, no matter where you are starting from.

Here’s to 2026 and to the possibilities ahead.

Sherrie Clifford Publisher/ Editor Sherrie Clifford 443-754-7907 Publisher, ROC Edition

The ROC Staff sclifford@oceanpinesroc.com

Staff Consultant News Editor

editor@oceanpinesroc.com

We’re

Hiring Join the ROC team!

ROC Edition is growing and we’re looking for motivated individuals to join our independent community news team.

• Investigative Reporter • Freelance Reporter

• Advertising Sales Representative

Be part of the newspaper that puts community first!

R C Edition Email your resume to: editor@oceanpinesroc.com

Roger Marino Columnist

marino.roger@aol.com

Linda Spears Columnist

Searslinda641@gmail.com

Advertising

443-754-7907 info@OceanPinesROC.com

R C Edition Ocean Pines ROC Inc. Ocean Pines Village Square 11042 Nicholas Lane, Suite B-203 Berlin, MD 21811 www.ROCedition.com

January 1, 2026

ROC Edition | 21

EDITORIAL

COMMENTARY

A call to return, speak the truth and make things right in 2026 For those who have served with good intentions and were pushed aside, this message is for you. For those who were wronged, silenced or quietly removed because you asked the wrong questions or refused to be loyal to the wrong people, this is also for you. And for those who moved away carrying knowledge you never thought you would need to protect, but did anyway, this is for you as well.

Too many leave believing that walking away is the only way to preserve peace. Too many convince themselves that silence is strength or that time will somehow correct what was allowed to go wrong.

What often follows instead is regret.

Regret for not speaking when it mattered. Regret for believing that someone else would step in. Regret for leaving the truth behind because it felt safer than standing in it.

There is nothing honorable about protecting systems that harm others.

There is nothing peaceful about allowing deception to continue unchecked. And there is nothing fair about letting fear decide who gets to participate and who is pushed out of public life. In too many homeowner associations, governance has shifted away from community stewardship and toward power preservation, where boards operate more like gatekeepers than representatives.

Many who once volunteered in good faith know this reality well. In homeowner associations, volunteers often serve on committees, boards and advisory groups believing they are helping protect their own investment and community. Instead, many find themselves slowly tarnished by lies, mischaracterizations and deliberate deception. Independent voices are reframed as troublemakers. Honest questions become “attacks.” Over time, reputations are chipped away not by facts, but

by repetition and rumor. The goal is simple: Remove those who cannot be controlled.

Those volunteers deserve more than quiet disappearance. They deserve to come back stronger than ever, and a new year brings a choice.

The year 2026 is not about reliving old battles or reopening wounds for the sake of conflict. It is about reclaiming space that was taken through manipulation and

fear. It is about running for office again, volunteering again and asking the questions that made others uncomfortable in the first place. It is about looking closely at what has been removed, rewritten or quietly eliminated in the name of efficiency, when the real purpose was maintaining control.

It is also about examining elections where rules seem to See TRUTH page 23

BIG

LITTLE

WE

R C Edition ADVERTISE ON ROC’S MULTIMEDIA PLATFORMS MONTHLY www.ROCedition.com

22 | ROC Edition

January 1, 2026

EDITORIAL

STANDING STANDING STANDING Room Room Only Only Room Only

By Roger Marino

By Roger Marino

By Roger Marino

Leadership: A joyful virtue The term leadership is defined as an ability to guide a group of people to a common goal. Its qualities can be found in the classroom, employment center, home, military, courtroom, on the playground and the field of play.

The latter is where I speak with you today.

Courage, strength in the face of fear or pain, coupled with humility can turn someone toward heroism.

When I was covering major league football games, I became friendly with a scout who travelled to the Sunday games, looking for talent for negotiation purposes.

He would recognize a player that

might be a good choice for another team, make the recommendation to the appropriate team management and move on to the next game and another potential sports pick.

Walt asked me to accompany him one Sunday to scout a player.

We won’t identify the player, or the team, for their personal protection.

I took my camera, and we sat around the 20-yard line. Our prospect was a wide receiver who, surprisingly, dropped a pass on his first attempt at the ball.

With time running out in the game and the team behind by three points, our guy, number 27, was open in the end zone. The ball was

thrown on target. As he reached for the pass in a full sprint, the defender, number 29, rammed into him under the armpit and into the ribs. The second defender, number 36, on his other side simultaneously yanked down on his face mask, kicking the ball out of his arm, and the ball fell to the ground. The receiver grimaced in pain, eyes tightly closed as he was hit. Teeth clenched, he fell to the ground grasping his left side. The referee called it an incomplete pass.

Game over. The ref’s call came at a time in professional football before the advent of the replay camera.

There was no one on the field to register a complaint. They lost.

After the game, with 24 sets of angry eyes staring at him, he was told by the manager that they were trading him. There was one game left in the season, and he would be released after that. “You should have held on to the ball,” the manager shouted in an angry tone. “The players think you are a quitter.

They don’t want you on the team anymore. They say you are not a team player. And I agree with them.”

Number 27 looked up at the coach, grasping his side, and remarked in pain, “coach, I don’t want to go out this way. I am not a quitter. Give me another chance next Sunday, and then you can do what is necessary.”

After talking to his reluctant players, the coach agreed to start him in the game on Sunday. The rest is history.

With two broken ribs taped, number 27 caught a pass on the one-yard line and stepped into the endzone. On top of that, two more complete passes in the endzone made for a three-touchdown afternoon. The result: Number 27 was kept on the team for three more seasons.

Our guy was misrepresented. He became a leader on the team, with the ability to overcome the slings and arrows from his teammates calling him a loser. A coach who had lost confidence in his ability to remain in the game when the

going got tough was disheartening, discouraging and internally hurtful to this professional ballplayer who gave many years to the game he loved.

I took a photo of this pass and the broken player when he was tackled in the end zone and have a framed photo of him being blasted in two on that awful Sunday. The look on his face and the pain that was awful to see is there for anyone contemplating a career in the game of football. The two-foot-long framed image of this player and the pain he endured hangs on my office wall.

With all the pain and, even more, the mental discomfort of knowing that the team had lost confidence in his ability to perform in the war zone they called professional sport, number 27 proved his leadership ability, overcoming the pain of disapproval. He displayed the will of a champion.

Leaders don’t give up. They move forward with dignity, regardless of the obstacles thrown at them by a disapproving competition. Leaders are determined, motivated, know who they are within. They display humility, self-awareness, confidence and the ability to charge ahead.

Let us enter the new year with the honest will of a champion. Don’t give up, don’t let anyone down. Play to win, but take loss like a winner.

We can all be a leader, on the field of play, in the battlefield of war, in the classroom and within your home surroundings. In 2026, show that leadership ability in our community. Be a champion in the neighborhood.

Happy New Year to all of my loyal teammates.

January 1, 2026

EDITORIAL

TRUTH

Continued from page 21 change midstream, where procedures are modified, deadlines move and transparency fades. In HOA elections, these changes are often justified as administrative updates, yet they consistently benefit those already in power. Fair systems do not fear scrutiny. Honest leadership does not need constant rule changes to survive.

Speaking up does not mean shouting. It does not require confrontation. It begins with telling what you know, calmly and clearly, without embellishment and without apology. It means documenting facts, reviewing records and understanding patterns. Truth has weight on its own. It does not need permission to exist.

It also means standing tall in the face of social media attacks.

Too often, those who cannot be controlled are targeted instead.

Anonymous posts. Hate sites. Namecalling disguised as commentary.

Personal attacks meant to humiliate, intimidate and exhaust. These tactics are not signs of strength. They are signs of fear.

Those who invest time creating platforms built on harassment do so because they cannot win on substance. They want people to decide that the cost of participation is simply too high. The answer is

ROC Edition is pleased to accept obituaries from our readers.

All obituaries must be accompanied by a name and telephone number of a family member. A ROC Edition staff member will call the family member who sends the obituary, obtain additional information if necessary and write the obituary in standard newspaper style.

Photographs are accepted.

ROC Edition obituaries are published the last Tuesday of each month. The deadline for obituaries is the 15th of each month.

ROC Edition | 23

not retreat, however. The answer is resilience.

If you were there, you know what happened. You know what was said behind closed doors. You know how decisions were made, how narratives were shaped and how loyalty was rewarded while integrity was punished. That knowledge does not disappear simply because you moved on. It remains part of the story, whether spoken or not.

Leaving regrets in 2025 means letting go of the belief that nothing can change. It means trusting that integrity still has a place in leadership, that fairness still matters and that communities can heal when honesty is allowed back into the room.

This is a call to those who once cared deeply and still do, even if quietly. Come back. Ask again. Run again. Question again. Do not allow lies to define you or fear to stop you.

Peace does not come from silence. Hope does not come from intimidation. An honorable future begins when people decide they are done carrying secrets, absorbing abuse and stepping aside for those who rely on manipulation, secrecy and unchecked control to remain in power.

Let 2026 be the year silence ends and accountability begins.

Sherrie Clifford Publisher, ROC Edition

LETTER TO THE EDITOR

The tangible effects of a strong OPA reserve position Dear Editor: Ocean Pines Association (OPA) members are now seeing the benefit of OPA leadership building up the General Replacement Reserve (estimated nearly $5 million by April) and Operation Surplus (roughly $3 million). OPA is able to fund its share of the new South Side Firehouse construction and fund renovation of the beach club and other projects in the coming fiscal year from these sources. The recent DMA study covering General

Replacement shows that a gradual increase in assessment (slightly more than inflation) from the $915 level in the FY 26/27 draft budget will fund OPA replacement costs for the foreseeable future, without the need for members to have to repay the General Replacement Reserve for the large withdrawal to cover the firehouse and beach club.

Ken Koroknay Ocean Pines

Letters to the editor published by ROC Edition are the opinion of the writer and do not necessarily reflect the beliefs of the staff of ROC Edition.

24 | ROC Edition

January 1, 2026

EDITORIAL

JOIN THE FACEBOOK GROUP NOW FOR REAL-TIME CONVERSATION WITH OVER

4.5K MEMBERS OceanPinesROC click JOIN GROUP

OceanPinesROC.com

January 1, 2026

ROC Edition | 25

EDITORIAL

I’M JUST Sayin’

By Linda Sears

Spending the evening in elegance at the 150th Anniversary Gala of Ocean City On Dec. 12, my husband and I, along with hundreds of beautifully dressed locals, business owners and dignitaries, made our way into an epic celebration at the Roland E. Powell Convention Center. There, we were greeted by the ornate venue hosting the 150th anniversary of Ocean City as well as by the town’s mayor, Richard Meehan.

As we walked the red carpet, we were handed champagne as the mayor smiled and shook each person’s hand. A lovely violinist filled the hall with calming symphonic music.

I’m just sayin’, this was the most magical and fun-filled evening my husband and I have had in a very long time. It felt like prom night, and magic was truly in the air.

Each room was filled with historical photos of Ocean City, many of which brought back wonderful memories of my first trips here as a child. In one room, Phillips was serving crab balls and tiny shrimp cups. (I know I’m not the only one who misses Phillips and their great food.) In another room, Sophia’s Italian Restaurant was serving their huge, amazing meatballs. I had to

put my plate down and eat carefully so I didn’t end up with sauce down the front of my dress.

One room was filled with every kind of candy your heart could desire, all supplied by local candy stores and placed on every surface where your gaze might land. It was truly a kid-at-heart dream come true.

Seacrets Distillery was set up in another room while a duo played classic tunes and Christmas songs.

Santa was holding court, greeting everyone as they walked in.

In yet another room, the beautiful Marcella Peters was singing Christmas songs and classics. She mesmerized everyone who entered as photos of Ocean City streamed beside her.

A 150th anniversary cake greeted guests at the entrance to the grand ballroom. It was 150 inches long and stretched across not one, but two

tables. It was the biggest cake I have ever seen. Behind it hung photos of all of the past mayors of Ocean City.

Inside the grand ballroom, a pit beef carving station and a table filled with crab cakes, stuffed baked potatoes and mixed vegetables awaited guests. What a spread, and it was all delicious!

The band Cherry Crush had everyone up dancing and having a great time. I’m just sayin’, changing their name to Orange Crush for the night would have been even more fitting for such a joyous occasion.

From beginning to end, the entire evening felt magical. It truly felt like we were back on a prom date.

My husband and I feel blessed to have been part of this wonderful community for nearly 40 years. It was an honor to celebrate the 150th anniversary of the beautiful town we proudly call Ocean City, Md.

LATEST NEWS

EXTRA! EXTRA! THE ROC IS ALL ABOUT IT.

R C Edition ADVERTISE ON ROC’S MULTIMEDIA PLATFORMS MONTHLY

www.ROCedition.com

26 | ROC Edition

ROC Life

ROC Life

January 1, 2026

The Berlin Christmas Parade charms crowds with creativity, community and holiday spirit

By Sherrie Clifford ROC Edition Publisher Tucked along Maryland’s Eastern Shore, the town of Berlin has long been known for its charm, resilience and deep sense of community.

Founded in the late 18th century and shaped by generations of merchants, farmers and watermen, Berlin grew from a rural crossroads into a vibrant small town that proudly preserves its past while embracing community traditions that continue to define it today.

Berlin’s historic downtown, lined with Victorian-era architecture and brick sidewalks, reflects its roots as a center of commerce and gathering. Over time, the town evolved through changing economies and shifting transportation routes, yet it retained something many places lose along the way: a strong connection between neighbors and a shared pride in place. That connection becomes especially visible during the holiday season.

At Christmas, Berlin transforms into something almost storybook-like. Storefronts glow with lights, wreaths hang from lampposts and the sound of laughter fills the streets. Families return home, visitors gather along Main Street and longtime traditions take center stage. Among the most anticipated of those traditions is the annual Berlin Christmas Parade.

The parade is more than a procession of floats and performers.

It is a reflection of the town itself— schools, first responders, churches, nonprofits, businesses and civic groups all coming together to celebrate the season. Spectators line the streets bundled in winter coats, greeting neighbors and cheering for familiar faces as they pass.

This year’s parade once again showcased the creativity and dedication that make the event special, with judges recognizing standout participants across a range of categories. Showell Elementary School earned top honors among school entries, highlighting the enthusiasm and teamwork of its students

and staff. The Maryland Natural Resources Police were recognized in the police category, while Ocean City Elementary School’s OC Stars took honors as the performing group.

Community service remained a central theme, with Buckingham Presbyterian Church recognized among nonprofit entries. The musical spirit of the season was carried by the Snow Hill Marching Eagles, named best band, while Elliott’s Seafood earned recognition for its commercial float. Automotive creativity was on display from the Ocean City Jeep Society and Pocomoke High School JROTC received honors for its disciplined and impressive entry. The parade concluded with recognition of the Berlin Fire Company, a reminder of the essential role local volunteers play year-round.

For many, these awards are secondary to what the parade truly represents. The event is a celebration of shared history, volunteerism and civic pride, qualities that have sustained Berlin through centuries of change. Whether it is a child waving from a float, a firefighter tossing candy to the crowd or a marching band echoing down Main Street, each moment reflects the town’s enduring sense of belonging.

Berlin’s Christmas traditions serve as a reminder that the strength of a

ROC Edition • Sherrie Clifford, Publisher

Marching through Main Street, the Berlin Christmas Parade brings the community together with festive floats and passionate performers.

community is not measured by size, but by connection. In a town where neighbors still know one another and local traditions are carefully passed down, the holiday season becomes a time not only for celebration, but for reflection.

As lights dim and decorations are packed away, the spirit of

Christmas in Berlin lingers. It lives in the friendships renewed along the parade route, in the volunteers who gave their time and in the shared memories created each December.

In this small Eastern Shore town, Christmas is not just a season; it is a reflection of what Berlin has always been and continues to be.

January 1, 2026

ROC Life

ROC Edition | 27

ROC Edition photos by Sherrie Clifford, Publisher

28 | ROC Edition

ROC Life

January 1, 2026

Community comes together as Touch of Italy supports Toys for Tots in Ocean Pines

By Sherrie Clifford ROC Edition Publisher The Toys for Tots holiday event at the Ocean Pines Yacht Club proved to be a heartwarming success, highlighting the generosity and community spirit that define the holiday season in Ocean Pines.

This year’s event was made possible through the generosity of Touch of Italy, which donated a complimentary buffet and helped create a festive evening filled with music and holiday cheer. Live music

by Randy Lee Ashcraft set the tone for the night, transforming the Yacht Club into a welcoming gathering space where residents came together not only to celebrate the season, but to support children in need.

The outpouring of generosity was evident throughout the evening.

Tables and collection boxes quickly filled with donated toys, bicycles and gifts of all sizes, ultimately resulting in an overflow of contributions for the Toys for Tots program. The sight of rows of toys and bikes ready for distribution served as a powerful reminder of what can be achieved when a community rallies around a shared purpose.

Families, neighbors and friends gathered to enjoy the food, music and camaraderie, creating an event that was as much about connection as it was about giving. Conversations, laughter and shared moments filled the room, reinforcing the sense of unity that has long been a hallmark of Ocean Pines during the holidays.

Events like this reflect the importance of local businesses stepping forward to support community traditions. Touch of Italy’s contribution went beyond food and entertainment, helping create an

experience that encouraged participation and generosity while easing the logistical burden of hosting a large charitable gathering.

As the holiday season comes to an end, the success of the Toys for Tots event stands as a reminder that small acts of kindness, when combined, can make a meaningful difference. The evening not only delivered toys to children who need them most, but also strengthened community bonds and renewed the spirit of giving.

Thank you to Touch of Italy at the Ocean Pines Yacht Club for helping create a memorable Christmas event that brought the community together and ensured the true spirit of the season was shared with families near and far.

ROC Edition • Sherrie Clifford, Publisher

Ocean Pines’ Toys for Tots event, in partnership with Touch of Italy, sees massive turnout, collecting an abundance of toys, bicycles and gifts for children in need.

January 1, 2026

ROC Life

ROC Edition | 29

30 | ROC Edition

ROC Life

January 1, 2026

January 1, 2026

ROC Life

ROC Edition | 31

ROC Edition photos by Sherrie Clifford, Publisher

At the Hometown Christmas Tree Lighting, holiday-lovers from across the region came out to visit Santa, enjoy holiday music and walk along the paths adorned with festive trees that were decorated by community organizations and businesses.

32 | ROC Edition

January 1, 2026